A Decade of NEPAD - Economic Commission for Africa - uneca
A Decade of NEPAD - Economic Commission for Africa - uneca
A Decade of NEPAD - Economic Commission for Africa - uneca
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<strong>Economic</strong> <strong>Commission</strong><br />
<strong>for</strong> <strong>Africa</strong><br />
<strong>NEPAD</strong><br />
Deepening <strong>Africa</strong>n Private Sector and<br />
A <strong>Decade</strong> <strong>of</strong><br />
Civil Society Ownership and Partnership
<strong>Economic</strong> <strong>Commission</strong><br />
<strong>for</strong> <strong>Africa</strong><br />
<strong>NEPAD</strong><br />
Deepening <strong>Africa</strong>n Private Sector and<br />
A <strong>Decade</strong> <strong>of</strong><br />
Civil Society Ownership and Partnership
Ordering in<strong>for</strong>mation<br />
To order copies <strong>of</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening Private Sector and Civil Society<br />
Ownership and Partnership by the <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong>, please contact:<br />
Publications:<br />
<strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong><br />
P.O. Box 3001<br />
Addis Ababa, Ethiopia<br />
Tel: +251 11 544-9900<br />
Fax: +251 11 551-4416<br />
E-mail: ecainfo@<strong>uneca</strong>.org<br />
Web: www.<strong>uneca</strong>.org<br />
© United Nations <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong>, 2012<br />
Addis Ababa, Ethiopia<br />
All rights reserved<br />
First printing March 2012<br />
Material in this publication may be freely quoted or reprinted. Acknowledgement is requested,<br />
together with af copy <strong>of</strong> the publication.<br />
Designed by Phoenix Design Aid A/S, Denmark. ISO 14001/ISO 9000 certified and approved<br />
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Cover photos: Prill Mediendesign & Fotografie. Inset, Frank van den Bergh (two images) and<br />
Eskinder Debebe, UN Photo
Table <strong>of</strong> Contents<br />
Acknowledgments iv<br />
List <strong>of</strong> Acronyms v<br />
Background and Aim ix<br />
Introduction 1<br />
The Evolution <strong>of</strong> <strong>NEPAD</strong> 5<br />
Public Sector Support <strong>for</strong> <strong>NEPAD</strong> 15<br />
<strong>NEPAD</strong> and the <strong>Africa</strong>n Private Sector 39<br />
<strong>NEPAD</strong> and the <strong>Africa</strong>n Civil Society 59<br />
<strong>NEPAD</strong> <strong>Africa</strong>n Private Sector and CSO Engagement Facilitation<br />
Resources 73<br />
Deepening Ownership and Partnership <strong>of</strong> <strong>NEPAD</strong>:<br />
Key Recommendations 83<br />
Conclusion 95<br />
References 97<br />
Appendices 101<br />
iii
iv A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Acknowledgement<br />
The idea to produce an advocacy material targeting two<br />
critical segments <strong>of</strong> <strong>NEPAD</strong> stakeholders---the private<br />
sector and civil society organizations--- was mooted in<br />
2008 as a way <strong>of</strong> assessing the gaps and determining what<br />
could be done to deepen ownership and partnership <strong>of</strong><br />
stakeholders as we approached ten years <strong>of</strong> <strong>NEPAD</strong>.<br />
The idea materialized in the <strong>for</strong>m <strong>of</strong> this joint publication<br />
<strong>of</strong> the <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong> (ECA) and the<br />
<strong>NEPAD</strong> Planning and Coordination Agency (NPCA), prepared<br />
by Michael Sudharkasa, an independent Consultant,<br />
in the framework <strong>of</strong> ECA’s support to the <strong>Africa</strong>n Union<br />
and its <strong>NEPAD</strong> Programme.<br />
The work was carried out under the overall leadership <strong>of</strong><br />
Emmanuel Nnadozie, Director <strong>of</strong> ECA’s <strong>Economic</strong> Development<br />
and <strong>NEPAD</strong> Division (EDND) and the supervision<br />
<strong>of</strong> Bankole Adeoye, Chief <strong>of</strong> Staff at the <strong>NEPAD</strong> Agency,<br />
Kwabia Boateng, Chief <strong>of</strong> <strong>NEPAD</strong> Support Section at ECA<br />
and Rawda Omar-Clinton, <strong>Economic</strong> Affairs Officer, who<br />
provided crucial guidance to the Consultant.<br />
The first draft <strong>of</strong> the book was written in the period be<strong>for</strong>e<br />
<strong>NEPAD</strong> was fully integrated into the structures and<br />
processes <strong>of</strong> the <strong>Africa</strong>n Union, trans<strong>for</strong>ming the <strong>NEPAD</strong><br />
Secretariat into the <strong>NEPAD</strong> Planning and Coordinating<br />
Agency. There was, there<strong>for</strong>e, the need to review and update<br />
the draft and revalidate the data. This crucial task was carried<br />
out by Adeyinka Adeyemi, EDND’s Senior Regional<br />
Adviser, with the assistance <strong>of</strong> Aissatou Gaye, <strong>Economic</strong><br />
Affairs Officer, Samson Kwalingana, <strong>Economic</strong> Affairs<br />
Officer and Jymdey Yeffimo, an ECA Consultant with the<br />
Macro-economic Analysis Section <strong>of</strong> EDND.<br />
Earlier drafts <strong>of</strong> this document were reviewed by members<br />
<strong>of</strong> ECA’s <strong>NEPAD</strong> Support Section and the <strong>NEPAD</strong> Agency.
List <strong>of</strong> Acronyms<br />
AAP <strong>Africa</strong>n Action Plan<br />
AASROC Asian <strong>Africa</strong>n Sub-Regional Organizations Conference<br />
ABR <strong>Africa</strong>n Business Roundtable<br />
ACBF <strong>Africa</strong>n Capacity Building Foundation<br />
ACFA AfDB Accelerated Co-Financing Facility <strong>for</strong> <strong>Africa</strong><br />
ACHA <strong>Africa</strong>n Centre <strong>for</strong> Humanitarian Affairs<br />
ACHPR <strong>Africa</strong>n <strong>Commission</strong> on Human and People’s Rights<br />
ADB Asian Development Bank<br />
AfDB <strong>Africa</strong>n Development Bank<br />
AFD Agence Francaise de Developpement<br />
AFFM <strong>Africa</strong>n Fertilizer Financing Development Mechanism<br />
AGDI <strong>Africa</strong>n Gender and Development Index<br />
AGOA <strong>Africa</strong>n Growth and Opportunities Act<br />
AGR <strong>Africa</strong>n Governance Report<br />
AGRA Alliance <strong>for</strong> a Green Revolution in <strong>Africa</strong><br />
AICD <strong>Africa</strong> Infrastructure Country Diagnostic<br />
AMCOW <strong>Africa</strong>n Ministerial Council on Water<br />
AMU Arab Mahgreb Union<br />
APCI <strong>Africa</strong> Productive Capacity Initiative<br />
APF <strong>Africa</strong>n Partnership Forum<br />
APR <strong>Africa</strong>n Peer Review<br />
APRM <strong>Africa</strong>n Peer Review Mechanism<br />
ARIA Assessing Regional Integration in <strong>Africa</strong><br />
ARPD <strong>Africa</strong>n Rally <strong>for</strong> Peace and Development<br />
ASSEAN Association <strong>of</strong> South East Asian Nations<br />
ATAF <strong>Africa</strong>n Tax Administration Forum<br />
AU <strong>Africa</strong>n Union<br />
AUA <strong>Africa</strong>n Union Authority<br />
AUC <strong>Africa</strong>n Union <strong>Commission</strong><br />
AYN Afr<strong>of</strong>lag Youth Vision<br />
BABA British <strong>Africa</strong>n Business Association<br />
BAA Business Action <strong>for</strong> <strong>Africa</strong><br />
BCEAM Business Council <strong>of</strong> Europe, <strong>Africa</strong> and the Mediterranean<br />
BHF Business Humanitarian Forum<br />
CA <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong><br />
CAADP Comprehensive <strong>Africa</strong>n Agricultural Programme<br />
CATISA Cassava Trans<strong>for</strong>mation in Southern <strong>Africa</strong> Programme<br />
CBC Commonwealth Business Council<br />
CBO Community Based Organization<br />
CCA Corporate Council on <strong>Africa</strong><br />
List <strong>of</strong> Acronyms A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
v
vi A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
CCP-AU Centre <strong>for</strong> Citizens Participation in the <strong>Africa</strong>n Union<br />
CDE Centre <strong>for</strong> the Development <strong>of</strong> Enterprise<br />
CDSF Capacity Development Strategic Framework<br />
CEDAW Convention on the Elimination <strong>of</strong> Discrimination against Women<br />
CEN-SAD Community <strong>of</strong> Saharan States<br />
CEO Chief Executive Officer<br />
CIAN Conseil Francaise des Investisseurs en Afrique<br />
CMA/WCA Conference <strong>of</strong> Ministers <strong>of</strong> Agriculture <strong>of</strong> West and Central <strong>Africa</strong><br />
CODESRIA Council <strong>for</strong> the Development <strong>of</strong> Social Science Research in <strong>Africa</strong><br />
COMESA Common Market <strong>for</strong> Eastern and Southern <strong>Africa</strong><br />
CPA Consolidated Plan <strong>for</strong> <strong>Africa</strong><br />
CRDA Christian Relief and Development Association<br />
CS Civil Society<br />
CSO Civil Society Organization<br />
CSIR Council <strong>for</strong> Scientific and Industrial Research<br />
CSSDCA Conference on Security Stability Development and Cooperation in <strong>Africa</strong><br />
DDI Diaspora Direct Investment<br />
DfID Department <strong>for</strong> International Development<br />
D-MADA Development Marketplace <strong>for</strong> the <strong>Africa</strong>n Diaspora<br />
EABA East <strong>Africa</strong> Business Association<br />
EAC East <strong>Africa</strong>n Community<br />
EAP Environmental Action Plan<br />
EASSy East <strong>Africa</strong>n Submarine System<br />
EBA Everything But Arms<br />
ECA <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong><br />
ECCAS <strong>Economic</strong> Community <strong>of</strong> Central <strong>Africa</strong>n States<br />
ECOWAS <strong>Economic</strong> Community <strong>of</strong> West <strong>Africa</strong>n States<br />
ECOSOCC <strong>Economic</strong>, Social and Cultural Council<br />
EDF European Development Fund<br />
EISA Electoral Institute <strong>of</strong> South <strong>Africa</strong><br />
EPA <strong>Economic</strong> Partnership Agreement<br />
EPSA AfDB Enhanced Private Sector Assistance Facility<br />
ERA <strong>Economic</strong> Report on <strong>Africa</strong><br />
EU European Union<br />
EU-ACP European Union – <strong>Africa</strong>n, Caribbean and Pacific States<br />
FAI Japan Facility <strong>for</strong> <strong>Africa</strong>n Investment<br />
FAO United Nations Food and Agricultural Organization<br />
FAPA AfDB Facility <strong>for</strong> Private Sector Assistance<br />
FARA Forum <strong>for</strong> Agricultural Research in <strong>Africa</strong><br />
FDI Foreign Direct Investment<br />
FFDA Forum Francophonie des <strong>Africa</strong>ins<br />
FICCI Federation <strong>of</strong> Indian Chambers <strong>of</strong> Commerce and Industry<br />
FOCAC Forum on China <strong>Africa</strong> Cooperation<br />
G-8 Group <strong>of</strong> Eight Industrialized Nations<br />
G-77 Group <strong>of</strong> Seventy Seven Developing Nations<br />
GCC Gulf Cooperation Community<br />
GDP Gross Domestic Product<br />
GEPF South <strong>Africa</strong>n Government Employees Pension Fund<br />
HGSF home Grown School Feed Programme<br />
HIPC Heavily Indebted Poor Country<br />
HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome<br />
HSGIC Heads <strong>of</strong> State and Government Implementation Committee<br />
IBLF International Business Leaders Forum<br />
ICPD International Conference on Population and Development
ICA Infrastructure Consortium <strong>for</strong> <strong>Africa</strong><br />
ICC International Chamber <strong>of</strong> Commerce<br />
ICF Investment Climate Facility<br />
ICNPO International Classification <strong>of</strong> Non-Pr<strong>of</strong>it Organizations<br />
ICCPR International Covenant on Civil and Political Rights<br />
ICT In<strong>for</strong>mation and Telecommunication Technology<br />
IDA International Development Association<br />
IDB Islamic Development Bank<br />
IFAD International Fund <strong>for</strong> Agricultural Development (United Kingdom)<br />
IFC International Finance Corporation<br />
IGAD Intergovernmental Authority on Development<br />
IMF International Monetary Fund<br />
ISPAD In<strong>for</strong>mation Society Partnership <strong>for</strong> <strong>Africa</strong>n Development<br />
JICA Japan International Cooperation Agency<br />
MAP Millennium <strong>Africa</strong>n Partnership Programme<br />
MCA Millennium Challenge Account<br />
MDG Millennium Development Goal<br />
MDRI Multilateral Debt Relief Initiative<br />
MEDA Middle East Development Agreement<br />
MHTF Millennium Hunger Task Force<br />
MMWP Making Markets Work <strong>for</strong> the Poor Programme<br />
MNC Multinational Corporations<br />
MOU Memorandum <strong>of</strong> Understanding<br />
MTO Money Transfer Operators<br />
NAASP New Asian-<strong>Africa</strong>n Strategic Partnership<br />
NAI New <strong>Africa</strong> Initiative<br />
<strong>NEPAD</strong> New Partnership <strong>for</strong> <strong>Africa</strong>’s Development<br />
NERICA New Rice <strong>for</strong> <strong>Africa</strong><br />
NBF <strong>NEPAD</strong> Business Foundation<br />
NBG <strong>NEPAD</strong> Business Group<br />
NGO Non-Governmental Organization<br />
NIIF <strong>NEPAD</strong> Infrastructure Investment Facility<br />
NPCA <strong>NEPAD</strong> Planning and Coordinating Agency<br />
NPRS National Poverty Reduction Strategy<br />
OAU Organization <strong>of</strong> <strong>Africa</strong>n Unity<br />
ODA Official Development Assistance<br />
OECD Organization <strong>for</strong> <strong>Economic</strong> Cooperation and Development<br />
OEEC Organization <strong>for</strong> European <strong>Economic</strong> Cooperation<br />
ONRI AfDB Office <strong>for</strong> <strong>NEPAD</strong> and Regional Integration<br />
OSCI APRM Objectives, Standards, Criteria and Indicators<br />
OSJE Organization <strong>for</strong> Social Justice in Ethiopia<br />
OSAA UN Office <strong>of</strong> the Special Advisor on <strong>Africa</strong><br />
PACoC Pan-<strong>Africa</strong>n Chambers <strong>of</strong> Commerce<br />
PAIDF Pan <strong>Africa</strong>n Infrastructure Development Fund<br />
PAP Pan <strong>Africa</strong>n Parliament<br />
POA Programme <strong>of</strong> Action<br />
PEC Pan <strong>Africa</strong>n Employers Confederation<br />
PEP Private Enterprise Partnership <strong>for</strong> <strong>Africa</strong><br />
PFI Policy Framework <strong>for</strong> Investment<br />
PIDA Programme <strong>for</strong> Infrastructure Development in <strong>Africa</strong><br />
PIF Pacific Island Forum<br />
PMO Project Management Office<br />
PPIAF Public Private Infrastructure Advisory Facility<br />
PPP Public-Private Partnership<br />
List <strong>of</strong> Acronyms A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
vii
viii A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
PRC Permanent Representative Council<br />
PRGF Poverty Reduction and Growth Facility<br />
PRSP Poverty Reduction Strategy Papers<br />
PSC Peace and Security Council<br />
RCM UN Regional Coordination Mechanism<br />
REC Regional <strong>Economic</strong> Community<br />
RELPA Regional Enhanced Livelihood <strong>for</strong> Pastoral Areas (RELPA)<br />
RFSRM Regional Food Security and Risk Management Programme <strong>for</strong> East and Southern <strong>Africa</strong><br />
RISDP SADC Regional Indicative Strategic Development Plan<br />
RIU Research in Use Programme<br />
RTFS Improved Trade in Regional Food Staples Programme<br />
SAARC South Asian Association <strong>for</strong> Regional Cooperation<br />
SABA Southern <strong>Africa</strong>n Business Association<br />
SADC Southern <strong>Africa</strong>n Development Community<br />
SME Small and Medium Sized Enterprises<br />
SMME Small Micro and Medium Sized Enterprises<br />
SRO UNECA Sub-Regional Offices<br />
SSTAP Sub-Saharan <strong>Africa</strong>n Transportation Programme<br />
SREAPS Sub-regional Environmental Action Plan<br />
STAP Short-Term Action Plan<br />
SWOT Strengths Weaknesses Opportunities Threats<br />
TEAM Techno <strong>Economic</strong> Approach <strong>for</strong> <strong>Africa</strong>-India Movement<br />
TICAD Tokyo International Conference on <strong>Africa</strong>n Development<br />
TNC Trans-national Corporations<br />
UA AfDB Unit <strong>of</strong> Account<br />
UEMOA West <strong>Africa</strong>n <strong>Economic</strong> and Monetary Union<br />
UN United Nations<br />
UNAIDS United Nations Joint Programme on HIV/AIDS<br />
UNDP United Nations Development Programme<br />
UNCTAD United Nations Conference on Trade and Development<br />
UNDESA United Nations Department <strong>of</strong> <strong>Economic</strong> and Social Affairs<br />
UNEA United Nations Energy/ <strong>Africa</strong><br />
UNECA United Nations <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong><br />
UNEP United Nations Environmental Programme<br />
UNFPA United Nations Fund <strong>for</strong> Population Affairs<br />
UNGASS United Nations General Assembly Special Session on HIV/AIDs<br />
UN-HABITAT United Nations Human Settlements Programme<br />
UNHCR United Nations High <strong>Commission</strong> <strong>for</strong> Refugees<br />
UNICEF United Nations Children’s Fund<br />
UNIFEM United Nations Development Fund <strong>for</strong> Women<br />
UNIDO United Nations Industrial Development Organization<br />
UNLO United Nations Liaison Office with the <strong>Africa</strong> Union<br />
US United States<br />
USAID United States Agency <strong>for</strong> International Development<br />
WABA West <strong>Africa</strong>n Business Association<br />
WAEMU West <strong>Africa</strong>n <strong>Economic</strong> and Monetary Union<br />
WAPP West <strong>Africa</strong>n Power Pool<br />
WAGP West <strong>Africa</strong>n Gas Pipeline<br />
WDI Word Development Indicators<br />
WDR World Development Report<br />
WFP World Food Programme<br />
WOUGNET Women <strong>of</strong> Uganda Network<br />
WTO World Trade Organization
Background and Aim<br />
The <strong>Africa</strong>n private sector and <strong>Africa</strong>n civil society are<br />
important stakeholders in the implementation <strong>of</strong> <strong>NEPAD</strong>.<br />
Increasing their involvement in the design and execution<br />
<strong>of</strong> <strong>NEPAD</strong> programmes and projects will enhance the<br />
effectiveness <strong>of</strong> the <strong>NEPAD</strong> process.<br />
This publication was developed out <strong>of</strong> a series <strong>of</strong> consultation<br />
over the past six years that have looked at the ways and<br />
means required to more fully integrate these two pivotal<br />
resources into the mechanisms that have been established<br />
to facilitate the <strong>NEPAD</strong> programme.<br />
This report builds on the intellectual input that went into<br />
the planning and coordination <strong>of</strong> the “Forum on <strong>NEPAD</strong>”<br />
and the various themes discussed during the meeting.<br />
Additionally, it seeks to chart a way <strong>for</strong>ward <strong>for</strong> <strong>NEPAD</strong>’s<br />
planning and implementation processes to become more<br />
accessible to the <strong>Africa</strong>n civil society and the private sector.<br />
The dialogue on what is required to deepen the involvement<br />
<strong>of</strong> the private sector and civil society in <strong>NEPAD</strong> has<br />
been an on-going one since the inception <strong>of</strong> the initiative.<br />
Since the first meeting in 2003, almost on an annual basis,<br />
at least one “Ad-hoc” expert group/ workshop meeting has<br />
been brought together by the United Nations (Office <strong>of</strong> the<br />
Special Advisor on <strong>Africa</strong> or the <strong>Economic</strong> <strong>Commission</strong><br />
<strong>for</strong> <strong>Africa</strong>) and AU/<strong>NEPAD</strong> to discuss the subject. The<br />
fact that the themes have recurred may suggest that implementation<br />
<strong>of</strong> various recommendations in this regard<br />
are still facing serious challenges.<br />
The previous discussions and meetings include, but are<br />
not limited to, the following:<br />
a. (May 2003), Regional Workshop on Mobilizing Support<br />
<strong>for</strong> the New Partnership <strong>for</strong> <strong>Africa</strong>’s Development: The<br />
Role <strong>of</strong> the Private Sector and Civil Society ( U.N. Office<br />
<strong>of</strong> the Special Adviser on <strong>Africa</strong> (OSAA), Venue:<br />
Accra, Ghana);<br />
b. (October 2004) Roundtable Discussion on Promoting<br />
Domestic Private Sector in <strong>Africa</strong>: A Key Element in<br />
the Successful Implementation <strong>of</strong> the New Partnership<br />
<strong>for</strong> <strong>Africa</strong>’s Development (<strong>NEPAD</strong>) ( U.N. Office <strong>of</strong><br />
the Special Advisor on <strong>Africa</strong> (OSAA), Venue: United<br />
Nations, New York, U.S.);<br />
c. (March 2005) The Contribution <strong>of</strong> the Private Sector to<br />
the Implementation <strong>of</strong> the New Partnership <strong>for</strong> <strong>Africa</strong>’s<br />
Development, Ad Hoc Expert Group Meeting (U.N. Office<br />
<strong>of</strong> the Special Adviser on <strong>Africa</strong> (OSAA), Venue:<br />
Midrand, South <strong>Africa</strong>) ;<br />
d. (November 2007) The Private Sector’s Institutional<br />
Response to <strong>NEPAD</strong>: A Review <strong>of</strong> Current Experience<br />
and Practices, Expert Group Meeting (U.N. Office <strong>of</strong><br />
the Special Advisor on <strong>Africa</strong> (OSAA), Venue: United<br />
Nations, New York, U.S.)<br />
e. (May 2009) Assessment <strong>of</strong> the Implementation <strong>of</strong> NE-<br />
PAD and the Way Forward: The Role <strong>of</strong> Private Sector<br />
and Civil Society, Ad Hoc Expert Group Meeting (U.N.<br />
<strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong> (ECA), Venue: Addis<br />
Ababa, Ethiopia)<br />
f. (November 2009) Forum on <strong>NEPAD</strong>: Enhancing <strong>Africa</strong>n<br />
Ownership and Partnership to Move the <strong>NEPAD</strong><br />
ix
x A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Agenda Forward (Host: Regional Coordinating Mechanism,<br />
U.N. <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong>, Venue:<br />
Addis Ababa, Ethiopia)<br />
Thus, this publication seeks to provide a contemporary<br />
view <strong>of</strong> the evolution <strong>of</strong> <strong>NEPAD</strong> and how, with the support<br />
<strong>of</strong> the AU and the continent’s external partners, practical<br />
and tangible ef<strong>for</strong>t can be made to put in place structures<br />
and vehicles through which the voice <strong>of</strong> <strong>Africa</strong>’s private<br />
sector and civil society can be heard within <strong>NEPAD</strong> – and<br />
the impact <strong>of</strong> grass roots <strong>Africa</strong>n participation can be felt<br />
in the implementation process <strong>of</strong> <strong>NEPAD</strong>.<br />
Chapter I, Introduction – provides an overview <strong>of</strong> <strong>NEPAD</strong><br />
and <strong>of</strong> the underlying “Forum on <strong>NEPAD</strong>” , during which<br />
the key discussion points <strong>of</strong> increasing ownership and<br />
partnership in <strong>NEPAD</strong> by the <strong>Africa</strong>n private sector and<br />
civil society were raised.<br />
Chapter II, The Evolution <strong>of</strong> <strong>NEPAD</strong> – discusses the origins<br />
<strong>of</strong> <strong>NEPAD</strong> and the developments within the institution<br />
leading up to the trans<strong>for</strong>mation process which makes<br />
<strong>NEPAD</strong> Agency a fully integrated AU body. This section<br />
also looks at the changes occurring at the AU which will<br />
impact <strong>NEPAD</strong> going <strong>for</strong>ward.<br />
Chapter III, Public Sector Support <strong>for</strong> <strong>NEPAD</strong> – reviews<br />
the growing level <strong>of</strong> multilateral and bilateral support <strong>for</strong><br />
<strong>NEPAD</strong> and the proliferation <strong>of</strong> funding and/or technical<br />
programmes directly, and indirectly, attributable to,<br />
or developed in support <strong>of</strong> <strong>NEPAD</strong>. The rationale <strong>for</strong> this<br />
exercise is that far too <strong>of</strong>ten in recent years <strong>NEPAD</strong> has<br />
been viewed from a position <strong>of</strong> lack (i.e. what is not happening<br />
vis-à-vis <strong>NEPAD</strong>). However, when one considers<br />
the significant level <strong>of</strong> activity that is underway and the<br />
resources that have been mobilized, it is easier to see the<br />
merit <strong>of</strong> the work undertaken to date and to recognize<br />
that <strong>NEPAD</strong> has slowly developed a <strong>for</strong>midable cache<br />
<strong>of</strong> resources and partners toward implementation <strong>of</strong> the<br />
planned programme <strong>of</strong> action.<br />
Chapter IV, <strong>NEPAD</strong> and the <strong>Africa</strong>n Private Sector – reviews<br />
selected trends that are unfolding within the <strong>Africa</strong>n<br />
private sector and chronicles some <strong>of</strong> the more successful<br />
ef<strong>for</strong>ts related to establishing private sector linkages with<br />
<strong>NEPAD</strong> and some <strong>of</strong> the challenges still impeding private<br />
sector engagement with <strong>NEPAD</strong>.<br />
Chapter V, <strong>NEPAD</strong> and <strong>Africa</strong>n Civil Society – reviews<br />
selected trends that are unfolding within <strong>Africa</strong>’s civil<br />
society and discusses some <strong>of</strong> the more successful ef<strong>for</strong>ts<br />
by <strong>Africa</strong>n civil society organizations (CSOs) to engage<br />
with <strong>NEPAD</strong> and some <strong>of</strong> the challenges still impeding<br />
CSO engagement with <strong>NEPAD</strong>.<br />
Chapter VI, <strong>NEPAD</strong> <strong>Africa</strong>n Private Sector and CSO Engagement<br />
Facilitation Resources – presents a resource tree<br />
<strong>of</strong> suggested partners who are helping to accelerate the<br />
engagement and communication processes between NE-<br />
PAD and the <strong>Africa</strong>n private sector and civil society. This<br />
practical insert into the document is meant to help readers<br />
<strong>of</strong> the document to use it as a reference and implementation<br />
tool in and <strong>of</strong> itself.<br />
Chapter VII, Toward <strong>Africa</strong>n Ownership and Partnership<br />
in <strong>NEPAD</strong>: Key Recommendations – seeks to position and<br />
review the revised <strong>Africa</strong>n Action Plan, the Comprehensive<br />
<strong>Africa</strong>n Agricultural Development Plan, the <strong>Africa</strong>n Peer<br />
Review Mechanism, and the UN Regional Coordination<br />
Mechanism as four important <strong>NEPAD</strong> implementation related<br />
processes that present significant and immediate opportunities<br />
<strong>for</strong> private sector and civil society engagement.<br />
Chapter VIII, Conclusion – reviews the aim <strong>of</strong> this document<br />
and restates its intent to be a tool <strong>for</strong> action and a<br />
catalyst <strong>for</strong> implementation <strong>of</strong> initiatives to deepen the<br />
ownership and the scope and types <strong>of</strong> partnerships that<br />
can be established by the <strong>Africa</strong>n private sector and civil<br />
society with <strong>NEPAD</strong>.
Introduction<br />
An Overview <strong>of</strong> <strong>NEPAD</strong><br />
As the first decade <strong>of</strong> the 21 st century draws to a close, and<br />
after 10 years <strong>of</strong> development and refinement, the New<br />
Partnership <strong>for</strong> <strong>Africa</strong>’s Development (<strong>NEPAD</strong>) is poised<br />
to enter into a new and exciting era, with increased capacity<br />
and authority, greater internal resources and strong<br />
external support.<br />
Established as a programme <strong>of</strong> the <strong>Africa</strong>n Union in 2001,<br />
<strong>NEPAD</strong> has been fully integrated as an organ <strong>of</strong> the <strong>Africa</strong>n<br />
Union, the <strong>NEPAD</strong> Planning and Coordinating Agency.<br />
Furthermore, as the <strong>Africa</strong>n Union <strong>Commission</strong> (AUC),<br />
which has been positioned to monitor and evaluate the<br />
<strong>NEPAD</strong> programme, is also being trans<strong>for</strong>med into the<br />
<strong>Africa</strong>n Union Authority and given increased responsibilities<br />
and authority toward a United States <strong>of</strong> <strong>Africa</strong>, the<br />
expanded resources and support enjoyed by the <strong>Africa</strong>n<br />
Union will soon be fully available and mobilized in support<br />
<strong>of</strong> <strong>NEPAD</strong>. Of particular relevance to the <strong>NEPAD</strong><br />
programme will be the strengthened access it will have to<br />
the <strong>Africa</strong>n Diaspora networks which the AUC has been<br />
developing <strong>for</strong> much <strong>of</strong> the past decade in North America,<br />
the Caribbean and Europe.<br />
Yet, to achieve the l<strong>of</strong>ty goals established in its charter<br />
and framework, <strong>NEPAD</strong> will need to redouble ef<strong>for</strong>ts to<br />
engender support among the citizenry <strong>of</strong> <strong>Africa</strong>, the <strong>Africa</strong>n<br />
private sector and the <strong>Africa</strong>n civil society. <strong>Africa</strong>n<br />
ownership and <strong>Africa</strong>n partnerships have been at times<br />
weaker than <strong>NEPAD</strong>’s founders would have desired in the<br />
early years <strong>of</strong> the initiative.<br />
Launched in large measure to change the orientation <strong>of</strong><br />
the relationships that <strong>Africa</strong>’s member states had with<br />
the continent’s donors and lenders at the end <strong>of</strong> the 20 th<br />
century, from that <strong>of</strong> purely donor and donee, creditor and<br />
debtor to one <strong>of</strong> more equal partnership, and importantly,<br />
<strong>Africa</strong>n led partnership; <strong>NEPAD</strong> understandably had a<br />
strong external focus at inception.<br />
However, recognizing that a partnership <strong>of</strong> equals is one<br />
where both parties have equity in the relationship, <strong>Africa</strong>’s<br />
leaders recognized that it would be critically important<br />
that they marshal internal support and mobilize domestic<br />
resources <strong>for</strong> <strong>NEPAD</strong> in order <strong>for</strong> the initiative to be<br />
successful.<br />
The process toward simultaneously engaging the international<br />
community and getting it to recognize the new<br />
paradigm <strong>of</strong> <strong>Africa</strong>n led development strategy and programme<br />
implementation, as well as building bottom up<br />
inclusive and participatory support <strong>for</strong> what was also a<br />
new innovation within the continent, proved difficult <strong>for</strong><br />
<strong>NEPAD</strong>. Unquestionably, it was easier <strong>for</strong> the <strong>NEPAD</strong><br />
leadership to achieve the <strong>for</strong>mer over the first tenyears <strong>of</strong><br />
the programme.<br />
Yet, <strong>NEPAD</strong>’s leaders and its growing community <strong>of</strong> partners<br />
have not lost sight <strong>of</strong> the importance <strong>of</strong> getting the<br />
message across at home. Delivering <strong>NEPAD</strong> and implementing<br />
its programmes is something that will entail<br />
comprehensive community action across the continent.<br />
So while resources were mobilized externally over the past<br />
1<br />
CHAPTER
2 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
ten years, pilot initiatives and numerous consultations<br />
with continental stakeholders have explored how best to<br />
make <strong>NEPAD</strong> a people-centred programme, where <strong>Africa</strong>’s<br />
citizens feel ownership <strong>of</strong> the programme and its projects,<br />
and <strong>Africa</strong>n stakeholders partner with one another – and<br />
with international partners, to achieve the aims <strong>of</strong> the<br />
<strong>NEPAD</strong> plan <strong>of</strong> action.<br />
The Forum on <strong>NEPAD</strong>: Enhancing Ownership and Partnership<br />
Held as an adjunct workshop following the convening<br />
<strong>of</strong> the 10 th UN Regional Coordinating Mechanism, the<br />
theme <strong>of</strong> the one day Forum on <strong>NEPAD</strong> was “Enhancing<br />
<strong>Africa</strong>n Ownership and Partnership to Move the <strong>NEPAD</strong><br />
Agenda Forward”.<br />
The “Forum on <strong>NEPAD</strong>” report illustrates the timeliness<br />
<strong>of</strong> the theme and the need <strong>for</strong> further review <strong>of</strong> the issues<br />
that still surround ef<strong>for</strong>ts to stimulate grassroots support<br />
<strong>for</strong> <strong>NEPAD</strong> in <strong>Africa</strong>, particularly among civil society<br />
ranks and the <strong>Africa</strong>n private sector:<br />
<strong>NEPAD</strong> was launched by the <strong>Africa</strong>n Heads <strong>of</strong> State and<br />
Government in 2001 with a great deal <strong>of</strong> enthusiasm and<br />
optimism. Much <strong>of</strong> this optimism was based on the belief<br />
that it constituted a more realistic, <strong>Africa</strong>-owned and<br />
<strong>Africa</strong>-centred development framework with a greater<br />
potential <strong>for</strong> success. It was also believed that <strong>NEPAD</strong><br />
addresses the shortcomings <strong>of</strong> the unsuccessful continental<br />
development frameworks and programmes that<br />
preceded it.<br />
As a “Programme <strong>of</strong> the <strong>Africa</strong>n Union” (AU), <strong>NEPAD</strong><br />
was designed to guide fundamental continent-wide socioeconomic<br />
development by eradicating poverty and underdevelopment<br />
and reducing <strong>Africa</strong>’s marginalization in the<br />
global community. More fundamentally, it was designed<br />
as the policy framework <strong>for</strong> achieving the Millennium<br />
Development Goals (MDGs) adopted in 2000, a year be<strong>for</strong>e<br />
<strong>NEPAD</strong> was launched.<br />
According to the <strong>NEPAD</strong> framework document, <strong>NEPAD</strong><br />
is envisaged as a “vision <strong>of</strong> an <strong>Africa</strong>n-owned and <strong>Africa</strong>nled”<br />
(para 60) development programme through which<br />
<strong>Africa</strong>n leaders are setting an agenda based on national<br />
and regional priorities “prepared through participatory<br />
processes involving the people” (para 47).<br />
As the first decade <strong>of</strong> <strong>NEPAD</strong> draws to a close with many<br />
<strong>of</strong> <strong>NEPAD</strong>’s programmes still very much in their infancy,<br />
the confluence <strong>of</strong> national preparation, sub-regional interest,<br />
global economic opportunity, and international donor<br />
and lender support are poised to usher in a new decade<br />
<strong>of</strong> accelerated implementation and programme delivery.<br />
Hence, the core principles <strong>of</strong> <strong>NEPAD</strong> include:<br />
ӹ <strong>Africa</strong>n ownership and leadership, as well as broad and<br />
deep participation by all sectors <strong>of</strong> society;<br />
ӹ Anchoring the development <strong>of</strong> <strong>Africa</strong> on its resources<br />
and resourcefulness <strong>of</strong> its people;<br />
ӹ Partnership between and amongst <strong>Africa</strong>n peoples;<br />
ӹ Forging a new international partnership that changes<br />
the unequal relationship between <strong>Africa</strong> and the developed<br />
world; and<br />
Furthermore, it is believed, as stated in paragraph 5 <strong>of</strong> the<br />
<strong>NEPAD</strong> founding framework document, that <strong>NEPAD</strong> “…<br />
will be successful only if it is owned by the <strong>Africa</strong>n peoples<br />
united in their diversity”.<br />
Additionally, the <strong>NEPAD</strong> framework calls <strong>for</strong> the establishment<br />
<strong>of</strong> constructive partnerships between all stakeholders<br />
in <strong>Africa</strong>’s development to overcome the development<br />
chasm. This involves partnership with <strong>Africa</strong>n people and<br />
their leaders, between <strong>Africa</strong>n countries and between<br />
<strong>Africa</strong> and the rest <strong>of</strong> the world.<br />
From an overarching standpoint, progress has been made<br />
in several areas <strong>of</strong> the <strong>NEPAD</strong> programme since inception.<br />
Specifically, <strong>NEPAD</strong> has provided political and technical<br />
leadership in contributing to the development <strong>of</strong> continental<br />
sectoral policy frameworks to guide interventions in<br />
<strong>Africa</strong>’s priority sectors. These include: the Comprehensive<br />
<strong>Africa</strong> Agriculture Development Program (CAADP),<br />
Short-Term Action Plan <strong>for</strong> Infrastructure (STAP), <strong>Africa</strong>’s<br />
Science & Technology Consolidated Plan <strong>of</strong> Action (CPA),<br />
and the Environment Action Plan (EAP).
Furthermore, a number <strong>of</strong> <strong>Africa</strong>n countries and organizations<br />
have, to varying degrees <strong>of</strong> success, taken action to<br />
implement <strong>NEPAD</strong> programs/projects in key priority areas<br />
such as governance (which includes implementation <strong>of</strong> the<br />
<strong>Africa</strong>n Peer Review Mechanism (APRM)), agriculture and<br />
food security, infrastructure and other sector-programs.<br />
In part, because <strong>of</strong> the peace and stability advocated and<br />
facilitated through the <strong>NEPAD</strong> programme, (at least until<br />
September 2008 when the effects <strong>of</strong> the global financial and<br />
economic crisis slowed economic progress) the initiative<br />
helped guide <strong>Africa</strong> to an unprecedented level <strong>of</strong> economic<br />
growth across the continent during the first decade <strong>of</strong> the<br />
21 st century.<br />
International support <strong>for</strong> the <strong>NEPAD</strong> Programme has<br />
also grown consistently over the past ten years, as traditional<br />
partners and stakeholders in <strong>Africa</strong>’s development<br />
have come to accept and embrace the concept <strong>of</strong> <strong>Africa</strong>n<br />
led development strategy and <strong>Africa</strong>n-influenced (if not<br />
controlled) development assistance.<br />
Specifically, several commitments have been made by <strong>Africa</strong>’s<br />
bilateral and multilateral development partners, particularly<br />
those that include and represent the G8 countries.<br />
Through these commitments, there has been an increase in<br />
<strong>of</strong>ficial development assistance (ODA) and <strong>for</strong>eign direct<br />
investment in <strong>Africa</strong> as well as new initiatives regarding<br />
debt relief and supportive <strong>of</strong> South-South cooperation.<br />
However, notwithstanding these notable achievements,<br />
significant challenges remain in regard to the implementation<br />
<strong>of</strong> <strong>NEPAD</strong> as was indicated in a 2007 study by the<br />
UN <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong> 1 . Among these are<br />
institutional weakness, coordination challenges, financial<br />
resource and capacity constraints, as well as low participation<br />
by the <strong>Africa</strong>n private sector.<br />
Furthermore, adoption and implementation <strong>of</strong> the principles<br />
and programmes <strong>of</strong> <strong>NEPAD</strong> at the sub-regional<br />
and national levels has been undermined by a feeling <strong>of</strong><br />
limited ownership and involvement among ordinary <strong>Africa</strong>n<br />
citizens at the grassroots level. This challenge is grave<br />
given that <strong>NEPAD</strong> is based on the principle <strong>of</strong> partnership<br />
and ownership, particularly <strong>Africa</strong>n ownership and intra-<br />
<strong>Africa</strong>n partnership.<br />
1 ECA(2007), Challenges and Prospects in the Implementation <strong>of</strong> NE-<br />
PAD, <strong>NEPAD</strong> and Regional Integration Department (NRID), September.<br />
ECA, Addis Ababa.<br />
1. Introduction A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Thus, ten years on, a recurrent issue has been the inadequacy<br />
<strong>of</strong> structured and wide-ranging engagement and<br />
ownership by non-state <strong>Africa</strong>n stakeholders in the NE-<br />
PAD agenda and process. Although two <strong>of</strong> the cardinal<br />
pillars <strong>of</strong> <strong>NEPAD</strong> are <strong>Africa</strong>n ownership and “deep participation<br />
by all sectors <strong>of</strong> society”, this has yet to be fully<br />
realized. Indeed, recent reviews have highlighted the fact<br />
that <strong>NEPAD</strong> is not as well known as it should be in <strong>Africa</strong><br />
and that partnerships especially between and amongst<br />
<strong>Africa</strong>n people have not been fulfilled to the optimal level<br />
expected.<br />
It is from this perspective that many observers point to<br />
the un-even <strong>NEPAD</strong> focus on <strong>for</strong>ging partnerships with<br />
<strong>Africa</strong>’s traditional development partners versus utilizing<br />
the same energy to establish partnerships with it and<br />
between the <strong>Africa</strong>n Union’s <strong>Africa</strong>n constituency.<br />
This sentiment has been further compounded by the fact<br />
that <strong>for</strong> many key projects within the <strong>NEPAD</strong> programme,<br />
it has been difficult to mobilize continental financial and<br />
technical resources (i.e. indigenous capital and equity),<br />
and some external partners (such as the G8/ Organization<br />
<strong>for</strong> <strong>Economic</strong> Cooperation and Development (OECD)<br />
countries) who have made bold pledges have been hindered<br />
by the current global economic crisis and unable to make<br />
timeous funding and development assistance available<br />
as promised.<br />
Thus, critics <strong>of</strong> <strong>NEPAD</strong>’s limited ability to implement have<br />
argued that <strong>Africa</strong>’s ef<strong>for</strong>ts in engaging external partners<br />
have not yielded results commensurate with the energy<br />
invested in it. Furthermore, a correlating ef<strong>for</strong>t has not<br />
been made to rally <strong>Africa</strong>n state and non-state actors<br />
around making the kind <strong>of</strong> financial and sweat equity<br />
investment in the <strong>NEPAD</strong> programme that will show the<br />
world that the continent is serious about driving <strong>Africa</strong>’s<br />
socio-economic growth and development – in theory and<br />
in practice – with or without external buy-in.<br />
Following the integration into the structures and processes<br />
<strong>of</strong> the <strong>Africa</strong>n Union, it is now necessary to be engaged<br />
with some questions:<br />
a. Where is the delivery on <strong>Africa</strong>n ownership as envisaged<br />
under <strong>NEPAD</strong>?<br />
b. What hinders <strong>Africa</strong>ns from taking advantage <strong>of</strong><br />
<strong>NEPAD</strong>-inspired initiatives?<br />
3
4 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
c. How best should <strong>NEPAD</strong> engage <strong>Africa</strong>ns in the continent<br />
and in the Diaspora on <strong>NEPAD</strong> implementation?<br />
d. What should the AU and <strong>NEPAD</strong> policy and implementation<br />
structures, do differently, at this<br />
critical stage, to actualize <strong>Africa</strong>n ownership and<br />
partnerships?<br />
e. What are the potential positive effects <strong>of</strong> all-inclusive<br />
engagement <strong>of</strong> <strong>Africa</strong>n stakeholders in the <strong>NEPAD</strong><br />
process?<br />
The central factor, there<strong>for</strong>e, is toward enhancing ownership<br />
and partnership with <strong>Africa</strong>ns themselves, as was<br />
originally intended, and to achieve this goal <strong>NEPAD</strong> must<br />
foster broader buy-in and facilitate increased participation<br />
from a wide cross section <strong>of</strong> <strong>Africa</strong>n non-state actors, especially<br />
the private sector and civil society. This will lead<br />
to the achievement <strong>of</strong> the <strong>NEPAD</strong> objectives and agenda.<br />
Furthermore, to develop better understanding <strong>of</strong> what<br />
<strong>Africa</strong>n ownership and partnership entails within the<br />
<strong>NEPAD</strong> paradigm, continued dialogue among key actors<br />
and stakeholders will surely be needed.<br />
To this end, UNECA and the <strong>NEPAD</strong> Agency, with the<br />
support <strong>of</strong> the <strong>Africa</strong>n Union <strong>Commission</strong>, organized the<br />
“Forum on <strong>NEPAD</strong>” <strong>for</strong> <strong>Africa</strong>n stakeholders to share<br />
views, experiences on enhancing ownership, participation<br />
and engagement and strengthening partnership in <strong>NEPAD</strong><br />
and to chart a way <strong>for</strong>ward.
The Evolution <strong>of</strong> <strong>NEPAD</strong><br />
The Birth <strong>of</strong> <strong>NEPAD</strong><br />
<strong>NEPAD</strong> is the result <strong>of</strong> the integration <strong>of</strong> three initiatives 2<br />
that sought to reposition <strong>Africa</strong> in respect to its relationships<br />
with global partners, and to accelerate economic and<br />
2 South <strong>Africa</strong>n Department <strong>of</strong> International Relations and Cooperation,<br />
Historical Overview <strong>of</strong> <strong>NEPAD</strong> – http://www.dfa.gov.za/au.nepad/<br />
historical_overview.htm<br />
2CHAPTER<br />
political integration on the continent toward the realization<br />
<strong>of</strong> the Lagos Plan <strong>of</strong> Action. The three initiatives are the<br />
Millennium Partnership <strong>for</strong> the <strong>Africa</strong>n Recovery Programme,<br />
the OMEGA Plan, and the New Global Compact<br />
<strong>for</strong> <strong>Africa</strong>’s Renewal:<br />
The Millennium Partnership <strong>for</strong> the <strong>Africa</strong>n Recovery Programme (MAP)<br />
The mandate <strong>for</strong> the development <strong>of</strong> the Millennium Partnership<br />
<strong>for</strong> the <strong>Africa</strong>n Recovery Programme (MAP) was<br />
conveyed at the Organisation <strong>for</strong> <strong>Africa</strong>n Unity (OAU)<br />
Extraordinary Summit held in Sirte, Libya in September<br />
1999. President Mbeki <strong>of</strong> South <strong>Africa</strong> and President Bouteflika<br />
<strong>of</strong> Algeria were mandated to engage <strong>Africa</strong>’s creditors<br />
to pursue the total cancellation <strong>of</strong> <strong>Africa</strong>’s external debt.<br />
Thereafter, during the South Summit <strong>of</strong> the Non-Aligned<br />
Movement and the G77, held in Havana, Cuba in April<br />
2000, President Mbeki and President Obasanjo <strong>of</strong> Nigeria<br />
were further mandated to convey the concerns <strong>of</strong> the South<br />
to the G8 and the Bretton Woods institutions.<br />
Realising the correlation between the two mandates and<br />
the fact that debt relief is only one aspect <strong>of</strong> the overall<br />
development agenda <strong>for</strong> <strong>Africa</strong>, the July 2000 OAU Summit<br />
in Togo further authorized the three Presidents to engage<br />
the developed North with a view to <strong>for</strong>ging a more comprehensive<br />
and constructive partnership <strong>for</strong> the regeneration<br />
<strong>of</strong> the <strong>Africa</strong>n continent.<br />
At the G8 Summit held later that same month in Japan, the<br />
three envoys raised the issue <strong>of</strong> partnership with the G8<br />
leaders. Encouraged by the response, the work on developing<br />
MAP was launched in earnest with President Mbeki<br />
developing the first <strong>for</strong>mal concept paper in September<br />
2000. A more involved process <strong>of</strong> engagement with bilateral<br />
and multilateral stakeholders soon ensued and a <strong>for</strong>mal<br />
presentation on MAP was made at the World <strong>Economic</strong><br />
Forum in Davos, Switzerland in January 2001.<br />
After Davos and a number <strong>of</strong> consultations between the<br />
three Presidents and their appointed Steering Committee, a<br />
“Policy Framework” document, Draft 3 (a), was completed<br />
in February 2001. Draft 3 (a) was both a vision statement<br />
and an outline <strong>of</strong> a Programme <strong>of</strong> Action <strong>for</strong> the political,<br />
social and economic recovery <strong>of</strong> the <strong>Africa</strong>n continent. It<br />
argued the case <strong>for</strong> the initiative, its timing and its strategic<br />
focus, as well as outlining actions, duties and responsibilities<br />
<strong>for</strong> <strong>Africa</strong>n leaders on the one hand, and <strong>for</strong> industrialised<br />
countries, on the other. The next four months were then devoted<br />
to the preparation <strong>of</strong> a detailed Programme <strong>of</strong> Action.<br />
5
6 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
The OMEGA Plan<br />
The OMEGA Plan was developed by President Abdoulaye<br />
Wade <strong>of</strong> Senegal and first presented at the Franco-<strong>Africa</strong><br />
Summit in Yaounde, Cameroon in January 2001. It was<br />
also presented at the OAU Extraordinary Summit in Sirte<br />
in March 2001. The three original MAP Presidents became<br />
aware <strong>of</strong> the Omega Plan <strong>for</strong> the first time at the World<br />
<strong>Economic</strong> Forum in Davos on 30 January 2001.<br />
The OMEGA Plan was premised on four key pillars: a)<br />
the building <strong>of</strong> infrastructure- including in<strong>for</strong>mation and<br />
communication technologies (ICT), b) education and human<br />
resource development, c) health and d) agriculture.<br />
The New Global Compact <strong>for</strong> <strong>Africa</strong>’s Renewal<br />
At the 8th Session <strong>of</strong> the <strong>Africa</strong>n Ministers <strong>of</strong> Finance in<br />
Addis Ababa in November 2000, the Executive Secretary <strong>of</strong><br />
the <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong>, Mr KY Amoako, was<br />
tasked with developing a Compact <strong>for</strong> <strong>Africa</strong>’s Renewal. The<br />
document that Mr. Amoako produced was presented and<br />
discussed at a Conference <strong>of</strong> <strong>Africa</strong>n Ministers <strong>of</strong> Finance<br />
in Algiers, Algeria from 8 to 10 May 2001. The six chapter<br />
“New Global Compact with <strong>Africa</strong>” set <strong>for</strong>th a series <strong>of</strong><br />
strategies and recommendations <strong>for</strong> implementing MAP.<br />
The Integration Process<br />
Between April and June 2001, a number <strong>of</strong> key strategy<br />
meetings were held in Abuja, Nigeria; Johannesburg, South<br />
<strong>Africa</strong>; Cairo, Egypt; and Dakar, Senegal on the integration<br />
<strong>of</strong> the three plans. Finally, a meeting <strong>of</strong> the five core<br />
Steering Committee countries (South <strong>Africa</strong>, Nigeria,<br />
Algeria, Senegal and Egypt) was held in Pretoria, South<br />
<strong>Africa</strong> on 2 and 3 July 2001. The OAU and UNECA were<br />
also invited and the UNECA Executive Secretary himself<br />
attended. MAP Final Draft 3 (b) was presented to the<br />
meeting. Following much vigorous debate, the meeting<br />
was successful in finalising a common, coordinated and<br />
integrated document <strong>for</strong> presentation to the OAU Summit<br />
in Lusaka, Zambia (9-11 July).<br />
The document, entitled A New <strong>Africa</strong>n Initiative: Merger <strong>of</strong><br />
the Millennium Partnership <strong>for</strong> the <strong>Africa</strong>n Recovery<br />
Programme and the Omega Plan (NAI) was unanimously<br />
approved by the members <strong>of</strong> the Steering<br />
Committee. The Steering Committee <strong>for</strong>mally presented<br />
the consolidated initiative to the five initiating<br />
During the 5th Extraordinary Summit <strong>of</strong> the OAU held<br />
in Sirte, Libya from 1 to 2 March 2001, President Wade <strong>of</strong><br />
Senegal presented the OMEGA Plan and President Obasanjo<br />
also made a presentation on the MAP.<br />
The work being done by the four Presidents (Presidents<br />
Mbeki, Obasanjo, Bouteflika and Wade) was endorsed and<br />
it was decided that every ef<strong>for</strong>t should be made to integrate<br />
the two initiatives as they were both being pursued <strong>for</strong> the<br />
growth and development <strong>of</strong> <strong>Africa</strong>.<br />
The Conference in Algiers represented the first step in<br />
carrying <strong>for</strong>ward the mandate <strong>for</strong> integration given by the<br />
Extraordinary Summit in Sirte in March 2001. In addition<br />
to the ECA Compact, MAP and the OMEGA Plan were also<br />
discussed and the Ministers urged the experts <strong>of</strong> the three<br />
initiatives to work together to merge and consolidate them.<br />
Presidents and their representatives in Lusaka on 9<br />
July 2001.<br />
On 11 July 2001, the NAI was presented to the OAU Summit<br />
<strong>of</strong> Heads <strong>of</strong> State and Government in Lusaka, Zambia.<br />
It Summit enthusiastically endorsed the vision and policy<br />
framework document and it was unanimously adopted<br />
by the Summit in the <strong>for</strong>m <strong>of</strong> Declaration 1 (XXXVII).<br />
The key sectoral priorities included in the document were:<br />
ӹ Peace and Security,<br />
ӹ Democracy and Good Political, <strong>Economic</strong> and Corporate<br />
governance,<br />
ӹ Health,<br />
ӹ Agriculture,<br />
ӹ Market Access,<br />
ӹ Infrastructure,<br />
ӹ Education, and<br />
ӹ Environment.
When the first Heads <strong>of</strong> State and Government Implementation<br />
Committee meeting was held on October 23, 2001 in<br />
Abuja , Nigeria, the Committee, comprising Nigeria, South<br />
<strong>Africa</strong>, Algeria, Senegal, Egypt, Mozambique, Botswana,<br />
Tunisia, Mali, Ethiopia, Mauritius, Rwanda, Sao Tome<br />
and Principe, Gabon and Cameroon finalised a name <strong>for</strong><br />
the initiative, establishing it as The New Partnership <strong>for</strong><br />
<strong>Africa</strong>’s Development (<strong>NEPAD</strong>). The Secretariat <strong>of</strong> <strong>NEPAD</strong><br />
was subsequently established in South <strong>Africa</strong> and hosted<br />
by the Development Bank <strong>of</strong> Southern <strong>Africa</strong>.<br />
In October 2001, <strong>NEPAD</strong> 3 was launched as an <strong>Africa</strong>owned<br />
and <strong>Africa</strong>-led socio-economic development programme<br />
and established with the near term goals <strong>of</strong>:<br />
ӹ Helping <strong>Africa</strong> become more effective in conflict prevention<br />
and the establishment <strong>of</strong> enduring peace on<br />
the continent;<br />
ӹ Helping <strong>Africa</strong> adopt and implement principles <strong>of</strong><br />
democracy and good political economic and corporate<br />
governance, and to ensure that the protection <strong>of</strong><br />
human rights became further entrenched in every<br />
<strong>Africa</strong>n country;<br />
ӹ Helping to ensure that <strong>Africa</strong> develops and implements<br />
effective poverty eradication programmes and accelerates<br />
the pace <strong>of</strong> achieving set <strong>Africa</strong>n development<br />
goals, particularly human development;<br />
ӹ Helping <strong>Africa</strong> to achieve increased levels <strong>of</strong> domestic<br />
savings, as well as investment, both domestic and<br />
<strong>for</strong>eign;<br />
ӹ Ensuring <strong>Africa</strong>’s ef<strong>for</strong>ts to receive increased levels <strong>of</strong><br />
overseas development assistance are achieved and that<br />
the these funds are effectively utilised;<br />
ӹ Helping <strong>Africa</strong> to achieve the desired capacity <strong>for</strong><br />
policy development, coordination and negotiation in<br />
the international arena, and to help ensure its beneficial<br />
engagement in the global economy, especially on<br />
trade and market access issues<br />
3 www.nepad.org – New Partnership <strong>for</strong> <strong>Africa</strong>’s Development 2001:<br />
<strong>NEPAD</strong> in Brief<br />
2. The Evolution <strong>of</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
ӹ Fostering accelerated regional integration and ensuring<br />
that higher levels <strong>of</strong> sustainable economic growth<br />
in <strong>Africa</strong> are achieved;<br />
ӹ Helping establish a genuine partnership between <strong>Africa</strong><br />
and the developed countries based on mutual<br />
respect and accountability.<br />
The longer term objectives <strong>of</strong> <strong>NEPAD</strong> were:<br />
ӹ to place <strong>Africa</strong>n countries, collectively and individually,<br />
on a path toward sustainable growth and development<br />
,<br />
ӹ to halt <strong>Africa</strong>’s marginalisation in an ever globalising<br />
world,<br />
ӹ to eradicate poverty on the continent,<br />
ӹ to accelerate the empowerment <strong>of</strong> women, and<br />
ӹ to enhance the continent’s full and beneficial integration<br />
into the world economy.<br />
<strong>NEPAD</strong>’s principles encouraged:<br />
ӹ Acceleration <strong>of</strong> regional and continental integration<br />
ӹ <strong>Africa</strong>n ownership and leadership, as well as broad<br />
and deep participation by all sectors <strong>of</strong> society<br />
ӹ Anchoring the development <strong>of</strong> <strong>Africa</strong> on its resources<br />
and the resourcefulness <strong>of</strong> its people<br />
ӹ Building the competitiveness <strong>of</strong> <strong>Africa</strong>n countries<br />
and the continent<br />
ӹ Ensuring that all partnerships with <strong>NEPAD</strong> are linked<br />
to the Millennium Development Goals and other<br />
agreed development goals and targets<br />
ӹ Forging a new international partnership that changes<br />
the unequal relationship between <strong>Africa</strong> and the developed<br />
world<br />
ӹ Good governance as a basic requirement <strong>for</strong> peace,<br />
security and sustainable political and socio-economic<br />
development, and<br />
ӹ Partnership between and amongst <strong>Africa</strong>n peoples.<br />
<strong>NEPAD</strong>’s goals included the achievement and maintenance<br />
<strong>of</strong> an average continental gross domestic product above<br />
7
8 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
7% per annum <strong>for</strong> the next 15 years toward ensuring that<br />
<strong>Africa</strong> would be able to achieve the targets agreed to under<br />
the Millennium Development Goals (MDGs):<br />
ӹ The eradication <strong>of</strong> extreme poverty and hunger,<br />
ӹ Universal primary education,<br />
ӹ Gender equality and the empowerment <strong>of</strong> women,<br />
ӹ Reduction in child mortality,<br />
ӹ Improvement in maternal health,<br />
ӹ The reduction and greater prevention <strong>of</strong> HIV/AIDs,<br />
malaria and other diseases,<br />
ӹ Environmental sustainability, and<br />
ӹ The development <strong>of</strong> a global partnership <strong>for</strong><br />
development.<br />
The outcomes expected from the <strong>NEPAD</strong> programme<br />
include:<br />
ӹ reduced poverty and inequality,<br />
ӹ diversification <strong>of</strong> productive activities,<br />
ӹ enhanced international competitiveness and increased<br />
exports,<br />
ӹ increased <strong>Africa</strong>n integration, and<br />
ӹ increased employment, economic growth and<br />
development.<br />
<strong>NEPAD</strong> was also expected to mobilise implementation<br />
supporting resources by:<br />
ӹ Increasing domestic savings and investments;<br />
ӹ Improving management <strong>of</strong> public revenue and<br />
expenditure;<br />
ӹ Improving <strong>Africa</strong>’s share in global trade;<br />
ӹ Attracting <strong>for</strong>eign direct investment; and<br />
ӹ Increasing capital flows through further debt reduction<br />
and increase ODA flows.<br />
Strategically, it was intended that <strong>NEPAD</strong> would realise<br />
its aims through the promotion <strong>of</strong> policy re<strong>for</strong>ms and<br />
increased investment in the following priority sectors:<br />
ӹ Agriculture;<br />
ӹ Human development with a focus on health, education,<br />
science and technology and skills development;<br />
ӹ Building and improving infrastructure, including<br />
In<strong>for</strong>mation and Communications Technology (ICT),<br />
Energy, Transport, Water and Sanitation;<br />
ӹ Promoting diversification <strong>of</strong> production and exports,<br />
particularly with respect to agro-industries, manufacturing,<br />
mining, mineral beneficiation and tourism;<br />
ӹ Accelerating intra-<strong>Africa</strong>n trade and improving access<br />
to markets <strong>of</strong> developed countries;<br />
ӹ The environment.<br />
Lastly, toward achievement <strong>of</strong> the <strong>NEPAD</strong> aims, the key<br />
action areas under the Programme involved the following:<br />
ӹ Governance – The operationalisation <strong>of</strong> the <strong>Africa</strong>n<br />
Peer Review Mechanism;<br />
ӹ Infrastructure -Facilitation and support <strong>of</strong> the implementation<br />
<strong>of</strong> the short-term, medium and long term<br />
regional infrastructure programmes;<br />
ӹ Agriculture – Facilitation and implementation <strong>of</strong> the<br />
food security and agricultural development program<br />
in all sub-regions;<br />
ӹ Trade, Debt Relief and Improved Assistance – Facilitation<br />
<strong>of</strong> the preparation <strong>of</strong> a coordinated <strong>Africa</strong>n position<br />
on Market Access, debt relief and ODA re<strong>for</strong>ms;<br />
ӹ MDGs – Monitoring and intervention as appropriate<br />
toward ensuring that the Millennium Development<br />
Goals in the areas <strong>of</strong> health and education were met.<br />
Early Period<br />
Since its inception, <strong>NEPAD</strong> has experienced four eras <strong>of</strong><br />
leadership that have coloured the progress <strong>of</strong> the initiative<br />
and impacted upon how it has been received on the<br />
continent.
Starting Up – The Nkuhlu Era (2001 – 2005)<br />
The inaugural CEO <strong>of</strong> <strong>NEPAD</strong> was Pr<strong>of</strong>. Wiseman Nkuhlu,<br />
an economic advisor to <strong>for</strong>mer South <strong>Africa</strong>n President<br />
Thabo Mbeki. During this early period <strong>of</strong> <strong>NEPAD</strong>’s existence,<br />
the initiative captured the imagination <strong>of</strong> the<br />
development world and was hailed <strong>for</strong> the fact that it<br />
marked the first time that <strong>Africa</strong>n states had <strong>for</strong>ged a common<br />
initiative to change their relationship with the global<br />
community – toward partnership, and most importantly,<br />
<strong>Africa</strong>n-led partnership.<br />
During this era, while there was recognition that intra-<br />
<strong>Africa</strong>n partnership was important and many <strong>for</strong>a were<br />
held across the continent to introduce prospective stakeholders<br />
to <strong>NEPAD</strong>, the key focus <strong>of</strong> the <strong>NEPAD</strong> communication<br />
strategy was on engaging the continent’s external<br />
multilateral and bi-lateral “partners”, particularly the G8<br />
countries – on matters such as debt relief, increased aid,<br />
and greater inclusion in donor decision making processes.<br />
Across the globe, <strong>Africa</strong>’s development, trade and investment<br />
partners were introduced to <strong>NEPAD</strong>’s tenets and<br />
with the convening and in<strong>for</strong>mation dissemination power<br />
<strong>of</strong> patrons such as the Bretton Woods and United Nations<br />
organizations, ef<strong>for</strong>ts were speedily begun to mould existing<br />
development strategies related to <strong>Africa</strong> to fit within<br />
the <strong>NEPAD</strong> paradigm.<br />
A key early <strong>NEPAD</strong> success during the Nkuhlu era was<br />
the development <strong>of</strong> the first ever regional peer review<br />
mechanism in 2002, the <strong>Africa</strong>n Peer Review Mechanism.<br />
A Panel <strong>of</strong> Eminent Persons was appointed to coordinate<br />
the APRM process and soon after the APR Secretariat was<br />
established alongside the <strong>NEPAD</strong> Secretariat in Midrand,<br />
South <strong>Africa</strong>.<br />
In November 2003, the <strong>Africa</strong> Partnership Forum was<br />
established as a way <strong>of</strong> broadening the high level G8/<br />
<strong>NEPAD</strong> dialogue to include <strong>Africa</strong>’s major bilateral and<br />
multilateral development partners. Meeting twice a year<br />
and co-chaired on an alternating basis by representatives<br />
<strong>of</strong> the <strong>Africa</strong>n Union and <strong>NEPAD</strong> and by G8 and non-G8<br />
OECD countries, the APF became a major <strong>for</strong>um through<br />
which <strong>NEPAD</strong> and the AU engaged the international<br />
donor community. 4<br />
4 www.africapartnership<strong>for</strong>um.org<br />
2. The Evolution <strong>of</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
One <strong>of</strong> the challenges faced by <strong>NEPAD</strong>, however, was the<br />
fact that in its early days, it proved more difficult than anticipated<br />
<strong>for</strong> the member states to accelerate the alignment<br />
<strong>of</strong> their national development strategies and programmes<br />
with regional economic development strategies, generally,<br />
and regional economic community (REC) led infrastructure<br />
development strategies, in particular.<br />
Implementation <strong>of</strong> the <strong>NEPAD</strong> programme was further<br />
hampered by the fact that the REC institutions had overlapping<br />
membership and were relatively weak in terms <strong>of</strong><br />
their capacity to design, develop, finance and implement<br />
their programmes.<br />
As <strong>NEPAD</strong> evolved, the process <strong>of</strong> incorporating the programme<br />
into the development and political infrastructure<br />
<strong>of</strong> each <strong>Africa</strong>n union member country took place at varying<br />
speeds, with vary degrees <strong>of</strong> penetration into existing<br />
bureaucracies, and with varying resources allocated to<br />
support <strong>NEPAD</strong> related initiatives.<br />
The focus on <strong>Africa</strong>n ownership during this era was<br />
also un<strong>for</strong>tunately stunted by the fact that the <strong>NEPAD</strong><br />
programme was perceived by many constituents in <strong>Africa</strong><br />
as a top down edict into which they had made little<br />
contribution.<br />
Much <strong>of</strong> the discussion among civil society, in particular,<br />
focused on why the <strong>NEPAD</strong> programme had been developed<br />
in such relative isolation. In large part because <strong>of</strong><br />
the initial focus on debt relief and the priority given to<br />
engagement with “external” partners at the inception <strong>of</strong><br />
<strong>NEPAD</strong>, <strong>Africa</strong>’s civil society viewed the initiative with<br />
significant distrust and umbrage as discussions within the<br />
continent’s external partners were pursued in the name <strong>of</strong><br />
<strong>Africa</strong>’s citizens – but largely without their direct input.<br />
The other challenge to <strong>NEPAD</strong>’s development was the fact<br />
that resources to fully develop the “Plan <strong>of</strong> Action” were<br />
not immediately <strong>for</strong>thcoming from the member states and<br />
as such there was significant reliance on donor support <strong>for</strong><br />
the implementation <strong>of</strong> <strong>NEPAD</strong> – which directly undercut<br />
the <strong>Africa</strong>n autonomy and ownership that its founders<br />
sought to create at inception.<br />
A further limitation to the effective implementation <strong>of</strong> NE-<br />
PAD was the fact that establishing the <strong>NEPAD</strong> Secretariat<br />
9
10 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
in South <strong>Africa</strong> as a “Programme <strong>of</strong> the <strong>Africa</strong>n Union”<br />
caused confusion with many within the <strong>Africa</strong>n Union’s<br />
ranks in Addis Ababa, Ethiopia about roles and responsibilities.<br />
As the institution that founded <strong>NEPAD</strong>, the<br />
AUC <strong>of</strong>ten seemed to want to assert its autonomy over<br />
the <strong>NEPAD</strong> Secretariat , while the Secretariat sought to<br />
function as a more independent and nimble body.<br />
On more than one occasion this conflict led internal and<br />
external stakeholders to lament that there were overlapping<br />
mandates and apparent, though unintended, competition<br />
<strong>for</strong> the limited resources available to support <strong>Africa</strong>’s<br />
development.<br />
Perhaps too much was expected <strong>of</strong> <strong>NEPAD</strong> at its onset<br />
and too little was made <strong>of</strong> its successes through the APRM<br />
processes in promoting peace, stability and good governance.<br />
Often critics <strong>of</strong> the slow process made in <strong>NEPAD</strong>’s<br />
infrastructure development programme missed the fact<br />
that <strong>NEPAD</strong> was succeeding in its ef<strong>for</strong>ts to get external<br />
partners to view <strong>Africa</strong> through a different paradigm<br />
and to incorporate <strong>NEPAD</strong> ideals into their engagement<br />
strategies with <strong>Africa</strong>.<br />
By the end <strong>of</strong> Pr<strong>of</strong>. Nkuhlu’s tenure, strong roots had been<br />
planted with external partners and the beginning <strong>of</strong> concerted<br />
ef<strong>for</strong>t to strengthen and rationalize the continent’s<br />
regional economic communities had begun. Furthermore,<br />
through the focus given to the Short Term Action Plan’s<br />
regional infrastructure projects, the e-<strong>Africa</strong> <strong>Commission</strong><br />
ICT initiative, and the agriculture focused Comprehensive<br />
<strong>Africa</strong> Agricultural Development Programme, <strong>NEPAD</strong><br />
also had begun to launch compelling regional programmes<br />
and projects. The expansion <strong>of</strong> the APRM programme also<br />
helped signal an end to widespread regional conflict on<br />
the continent and usher in a new era <strong>of</strong> collective responsiveness<br />
to public and private sector governance issues<br />
across <strong>Africa</strong>.<br />
On the issues <strong>of</strong> grass roots <strong>Africa</strong>n involvement in the<br />
<strong>NEPAD</strong> process, during its inaugural era various <strong>for</strong>a<br />
were held across <strong>Africa</strong> about how best <strong>NEPAD</strong> might<br />
engage with civil society and the <strong>Africa</strong>n private sector<br />
toward implementation. However, the combination <strong>of</strong> too<br />
few resources, too few <strong>for</strong>mal mechanisms <strong>for</strong> engagement<br />
within the Secretariat and at national levels in the<br />
AU member states, along with the prevailing priority <strong>of</strong><br />
focusing on external partnerships, made it difficult and<br />
<strong>of</strong>ten frustrating <strong>for</strong> these <strong>Africa</strong>n stakeholders to consistently<br />
and effectively engage in the <strong>NEPAD</strong> planning and<br />
implementation processes. In July 2005, Pr<strong>of</strong>. Nkuhlu<br />
stepped down from the helm <strong>of</strong> the <strong>NEPAD</strong> Secretariat<br />
and returned to the South <strong>Africa</strong>n private sector.<br />
Beginning the Integration Process – The Mucavele Era (August 2005 – December 2007)<br />
Pr<strong>of</strong>. Firmino Mucavele an academician and advisor to the<br />
president <strong>of</strong> Mozambique was the next CEO <strong>of</strong> the <strong>NEPAD</strong><br />
Secretariat and his tenure began with much promise. In<br />
Mucavele’s first <strong>NEPAD</strong> Progress Report delivered in January<br />
2006, there was much to note – particularly in the areas<br />
<strong>of</strong> initiatives that involved developing and strengthening<br />
partnerships with external partners <strong>of</strong> the <strong>Africa</strong>n Union.<br />
The <strong>Africa</strong>n Development Bank, which had established<br />
a Project Management Unit to support <strong>NEPAD</strong>’s Short-<br />
Term Action Plan (STAP) projects, also was beginning<br />
to mobilize resources <strong>for</strong> regional infrastructure projects<br />
promoted under the <strong>NEPAD</strong> banner. The mobilization<br />
<strong>of</strong> domestic resources, however, was noted as a matter <strong>of</strong><br />
continued critical importance as external financial support<br />
was not <strong>for</strong>thcoming at a fast enough rate to support the<br />
ambitious implementation aims <strong>of</strong> <strong>NEPAD</strong>.<br />
A number <strong>of</strong> noteworthy <strong>NEPAD</strong> advances were made<br />
during the Mucavele era, including:<br />
ӹ the expansion <strong>of</strong> the APRM process,<br />
ӹ the increased AfDB and World Bank focus on developing<br />
and funding the STAP projects and on developing<br />
a medium to long term infrastructure development<br />
programme,<br />
ӹ the continued development <strong>of</strong> support and momentum<br />
<strong>for</strong> the CAADP initiative,<br />
ӹ the continued progress being made in the e-schools<br />
programme,<br />
ӹ the expansion <strong>of</strong> G8 and OECD focus and commitments<br />
to support <strong>NEPAD</strong>, and<br />
ӹ the expansion <strong>of</strong> member state programmes and focus<br />
on institutionalizing <strong>NEPAD</strong> and integrating<br />
the themes <strong>of</strong> the initiative with existing “national<br />
priorities” and bilateral and multilateral relationships.
However, as this era marked the beginning <strong>of</strong> the implementation<br />
<strong>of</strong> the integration process with the AU, this era<br />
was one <strong>of</strong> significant institutional uncertainty and some<br />
turbulence. Pr<strong>of</strong>. Mucavela was also not helped by the fact<br />
that he was still periodically asked by his national government<br />
to attend to various domestic matters and <strong>of</strong>ten was<br />
recalled to Maputo <strong>for</strong> related consultations.<br />
During this era, President Wade <strong>of</strong> Senegal, one <strong>of</strong> the<br />
founding patrons <strong>of</strong> <strong>NEPAD</strong>, whose support <strong>for</strong> <strong>NEPAD</strong><br />
had begun to wobble toward the end <strong>of</strong> the Nkuhlu era,<br />
became one <strong>of</strong> its most ardent critiques sighting lack <strong>of</strong><br />
delivery, focus and <strong>Africa</strong>n ownership as his main points<br />
<strong>of</strong> contention.<br />
Feedback from a June 2007 Ad Hoc Expert meeting convened<br />
in Dakar, Senegal by the U.N. <strong>Economic</strong> <strong>Commission</strong><br />
<strong>for</strong> <strong>Africa</strong> under the theme “Meeting on Challenges<br />
and Prospects in the Implementation <strong>of</strong> <strong>NEPAD</strong> 5 ” noted<br />
that:<br />
“Five years after its ratification, there have been successes<br />
in publicizing the new development vision and getting<br />
buy-in from <strong>Africa</strong>n leaders. Progress in implementation,<br />
however, has been slow. . . .<br />
Since ratification in 2002, <strong>NEPAD</strong> has initiated various<br />
programmes to achieve its core objectives, to build peace<br />
and security, improve economic governance and public<br />
administration, invest in priority areas, including infrastructure<br />
and human development. It has also been successful<br />
in bringing <strong>Africa</strong>n development problems to world<br />
attention, generated international support <strong>for</strong> <strong>Africa</strong> and<br />
galvanized leaders to change their thinking about what<br />
comprises good governance and sustainable development.<br />
In spite <strong>of</strong> these positive outcomes, several challenges<br />
remain in meeting <strong>NEPAD</strong> targets. Among these is the<br />
structure <strong>of</strong> <strong>NEPAD</strong> itself, lack <strong>of</strong> <strong>Africa</strong>n ownership,<br />
political factors, and economic and capacity constraints.<br />
These challenges, if not seriously addressed, could stall or<br />
reverse the progress made so far.<br />
The less than strong relationships among the various components<br />
<strong>of</strong> <strong>NEPAD</strong>, member states and RECs make it difficult<br />
to implement <strong>NEPAD</strong>. This is the case when there is<br />
5 RCM <strong>Africa</strong> 2007, Challenges and Prospects in the Implementation<br />
<strong>of</strong> <strong>NEPAD</strong>, pp. vii-viii<br />
2. The Evolution <strong>of</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
no mechanism to mediate conflicting interests among the<br />
parties. The problem is further exacerbated by the lack <strong>of</strong><br />
incentive mechanisms to get the RECs and member states<br />
to implement <strong>NEPAD</strong> programmes. Coordination <strong>of</strong> the<br />
many activities and participants also poses a challenge to<br />
effective implementation.<br />
The political difficulties <strong>Africa</strong>n governments face in<br />
making current sacrifices in exchange <strong>for</strong> possible future<br />
benefits pose an obstacle to the effective implementation<br />
<strong>of</strong> <strong>NEPAD</strong>. This lack <strong>of</strong> immediacy and urgency in the<br />
demonstration <strong>of</strong> political will is further complicated by<br />
the existence <strong>of</strong> prior commitments that sometimes conflict<br />
with <strong>NEPAD</strong> principles, and the weakness <strong>of</strong> the capacity<br />
<strong>of</strong> institutions to carry out the set tasks. <strong>Economic</strong> factors,<br />
including financial and capacity constraints, lack <strong>of</strong> ownership<br />
by the average <strong>Africa</strong>n, and lack <strong>of</strong> both economic<br />
and social infrastructure make it difficult to implement a<br />
comprehensive programme such as <strong>NEPAD</strong>, effectively.<br />
Increasingly <strong>Africa</strong>n development practitioners, AU supporters<br />
and <strong>NEPAD</strong> strategists called <strong>for</strong> clarification <strong>of</strong> the<br />
roles and relationships between the Secretariat <strong>of</strong> <strong>NEPAD</strong>,<br />
the regional economic communities, the member states,<br />
and the AU itself. The <strong>NEPAD</strong> Secretariat, which was still<br />
heavily dependent on donor support and lacked adequate<br />
staff resources and independent financial resources, struggled<br />
to deliver against the huge expectations established<br />
when <strong>NEPAD</strong> was launched.<br />
Although externally institutions such as the World Bank,<br />
bilateral partners and the U.N. system <strong>of</strong> institutions continued<br />
to talk about and work toward <strong>NEPAD</strong> alignment,<br />
on the continent the disinterest <strong>of</strong> President Wade, the end<br />
<strong>of</strong> term <strong>of</strong> Pres. Obasango <strong>of</strong> Nigeria, and the pending end<br />
<strong>of</strong> term <strong>of</strong> President Mbeki, left <strong>NEPAD</strong> without its most<br />
ardent supporters within the AU.<br />
In December 2007, with the belief held by many that the<br />
organization was treading sideways, Pr<strong>of</strong>. Mucavele was<br />
recalled to Mozambique.<br />
11
12 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Accelerating the Integration Process – The Willoughby Era (January 2008 – March 2009)<br />
In January 2008, Ambassador Olukarade Willoughby, who<br />
had been serving as a Deputy to Pr<strong>of</strong>. Mucavele became the<br />
third leader <strong>of</strong> the <strong>NEPAD</strong> Secretariat, albeit serving with<br />
the title <strong>of</strong> “Interim CEO” . Under Ambassador Willougby’s<br />
watch, the AU integration process began to develop clarity<br />
and significant ef<strong>for</strong>ts were undertaken to engage with the<br />
AU’s operational leadership toward the establishment <strong>of</strong><br />
a new integrated <strong>NEPAD</strong> structure.<br />
The change <strong>of</strong> guard within the <strong>Africa</strong>n Union through<br />
which H.E. Dr. Jean Ping became the Chairperson <strong>of</strong> the<br />
AUC in February 2008 also served to accelerate ef<strong>for</strong>ts to<br />
integrate <strong>NEPAD</strong> into the Union as Dr. Ping advocated<br />
strongly and consistently about the need <strong>for</strong> greater cohesion<br />
between the <strong>NEPAD</strong> Secretariat and the <strong>Africa</strong>n<br />
Union <strong>Commission</strong> in Addis Ababa.<br />
Under Ambassador Willoughby, the mandate passed in Algiers<br />
in March <strong>of</strong> 2007 to integrate <strong>NEPAD</strong> and to establish<br />
the <strong>NEPAD</strong> Planning and Coordinating Agency, picked up<br />
significant steam. In 2008, an external consultancy exercise<br />
was authorized to in<strong>for</strong>m the integration process and set<br />
<strong>for</strong>th recommendations <strong>for</strong> the way <strong>for</strong>ward.<br />
In April 2008, in Tokyo, Japan at the 10 th meeting <strong>of</strong> the<br />
<strong>Africa</strong> Partnership Forum (APF) delegates pointed out<br />
that the progress <strong>of</strong> implementation <strong>of</strong> the <strong>NEPAD</strong> Action<br />
Plan between 2005 and 2008 had been negligible and<br />
only a small number <strong>of</strong> <strong>NEPAD</strong> projects, particularly<br />
infrastructure projects, had been implemented.<br />
Toward, accelerated implementation, the APF’s members<br />
recommended that there be a revision <strong>of</strong> the US$115 billion<br />
<strong>NEPAD</strong> Action Plan to demonstrate greater alignment<br />
between the nine <strong>NEPAD</strong> objectives and the Millennium<br />
Development Goals. Furthermore, it was suggested that<br />
greater ef<strong>for</strong>t be made to clarify the state <strong>of</strong> investment<br />
readiness <strong>of</strong> the priority initiatives, and to more closely estimate<br />
the resources required to implement the revised plan.<br />
Internally, while there was on-going trans<strong>for</strong>mation and<br />
realignment within the AU and <strong>NEPAD</strong>, externally, support<br />
<strong>for</strong> <strong>NEPAD</strong> continued to grow, albeit most <strong>of</strong>ten<br />
below the radar <strong>of</strong> popular media. An example <strong>of</strong> this<br />
was the expanded work being undertaken by the United<br />
Nations Regional Coordination Mechanism which recorded<br />
greater programme harmonization and coordination<br />
among its clusters, and an increase in jointly implemented<br />
programmes 6 .<br />
<strong>NEPAD</strong> outreach ef<strong>for</strong>ts to civil society and private sector<br />
stakeholders during this era were predominantly implemented<br />
on an adhoc basis, although there were on-going<br />
<strong>NEPAD</strong> initiatives to engage civil society in the APRM<br />
process and with gender focused initiatives.<br />
While there were fewer opportunities <strong>for</strong> the <strong>Africa</strong>n<br />
private sector to engage with <strong>NEPAD</strong>, the <strong>Africa</strong>n Development<br />
Bank and private sector advocacy organs such as<br />
the <strong>NEPAD</strong> Business Group (chaired by the <strong>Africa</strong>n Business<br />
Roundtable) and the <strong>NEPAD</strong> Business Foundation<br />
continued to lobby <strong>for</strong> increased inclusion in the <strong>NEPAD</strong><br />
planning process, generally, and <strong>for</strong> increased opportunities<br />
<strong>for</strong> participation in <strong>NEPAD</strong> projects, specifically.<br />
During 2008, as the AU-<strong>NEPAD</strong> integration process continued,<br />
the search also intensified <strong>for</strong> a permanent head<br />
<strong>of</strong> the <strong>NEPAD</strong> Secretariat.<br />
6 RCM <strong>Africa</strong> 2009, Delivering as One <strong>for</strong> <strong>Africa</strong>, p. 8 – Established to<br />
serve as the mechanism <strong>for</strong> coordinated support to <strong>NEPAD</strong>, the RCM<br />
drew its mandate from the UN General Assembly resolution 57/7 <strong>of</strong><br />
November 2002 to have all UN organizations, within their respective<br />
mandates, to align their activities in <strong>Africa</strong> with the priorities <strong>of</strong> the New<br />
Partnership and “to organize the activities <strong>of</strong> the United Nations system<br />
around clusters covering the priority areas <strong>of</strong> the New Partnership”.<br />
Integration Completion and Re-launch – The Mayaki Era (April 2009 – Present)<br />
At the 20 th Summit <strong>of</strong> the <strong>NEPAD</strong> Heads <strong>of</strong> State and<br />
Government Implementation Committee (HSGIC) on<br />
January 31, 2009 in Addis, Ababa, AUC Chairman Dr.<br />
Jean Ping announced <strong>for</strong> consideration the appointment<br />
<strong>of</strong> Dr. Ibrahim Assane Mayaki, a <strong>for</strong>mer Minister and<br />
Prime Minister <strong>of</strong> Niger, as the new CEO <strong>of</strong> <strong>NEPAD</strong>. The<br />
appointment was endorsed by the <strong>NEPAD</strong> Implementation<br />
Committee and subsequently confirmed at the February<br />
2, 2009 meeting <strong>of</strong> the AU Assembly.<br />
In April 2009, when Dr. Ibrahim Mayaki <strong>for</strong>mally became<br />
the head <strong>of</strong> <strong>NEPAD</strong> a new era <strong>of</strong> engagement began as
his arrival helped propel a period <strong>of</strong> renewed dynamism<br />
and optimism internally within the <strong>NEPAD</strong> Secretariat<br />
team, and an improved relationship with the AUC on<br />
many fronts:<br />
At the February 2009 Summit where Dr. Mayaki had<br />
been confirmed, <strong>Africa</strong>’s heads <strong>of</strong> state also elected Libya’s<br />
president Moumar Gaddafi as the AU’s Chairman. This<br />
plat<strong>for</strong>m gave President Gaddafi an opportunity to call<br />
<strong>for</strong> accelerated integration on the <strong>Africa</strong>n continent and<br />
the adoption <strong>of</strong> a plan to establish the United States <strong>of</strong><br />
<strong>Africa</strong>. This focus on economic and political reintegration<br />
reminded all <strong>of</strong> the importance <strong>of</strong> <strong>NEPAD</strong> as a common<br />
economic development strategy <strong>for</strong> the continent.<br />
The <strong>NEPAD</strong> integration process was also drawing to a<br />
close and the 21 st HSGIC meeting in Sirte, Libya saw the<br />
authorization <strong>of</strong> the establishment <strong>of</strong> a new <strong>NEPAD</strong> Planning<br />
and Coordination Agency (NPCA) with definitive<br />
steps authorized and accepted to have the Secretariat adopt<br />
AUC regulations, systems and procedures. 7<br />
The South <strong>Africa</strong>n government also <strong>for</strong>mally recognized<br />
the <strong>NEPAD</strong> Secretariat as the interim <strong>of</strong>fice <strong>of</strong> the <strong>Africa</strong>n<br />
Union in South <strong>Africa</strong> and accepted the presentation <strong>of</strong><br />
Dr. Mayaki’s credentials as the CEO <strong>of</strong> <strong>NEPAD</strong> and the<br />
AU’s highest representative in South <strong>Africa</strong>.<br />
One <strong>of</strong> the key areas <strong>of</strong> focus that began during Dr. Mayaki’s<br />
predecessor’s tenure, but which gathered steam during<br />
2009, was the development <strong>of</strong> a revision <strong>of</strong> the initial<br />
<strong>NEPAD</strong> <strong>Africa</strong>n Action Plan (AAP).<br />
The ef<strong>for</strong>t to reorganize and prioritize the AAP was conducted<br />
to focus on the strategic alignment <strong>of</strong> the AU/<br />
<strong>NEPAD</strong> objectives, the regional economic community<br />
master plans, and the <strong>NEPAD</strong> partner orientations. Furthermore,<br />
it was aimed at delivering “bankable”, “quick<br />
win” projects and programmes that had potentially strong<br />
regional integration and MDG impact.<br />
The new “revised” AU/ <strong>NEPAD</strong> <strong>Africa</strong>n Action Plan,<br />
2010-20158, became a significantly stronger presentation<br />
that provided greater context <strong>for</strong> the priority programmes<br />
7 <strong>NEPAD</strong> Secretariat Business Plan, August 2009 – December 2010,<br />
Strategic New Directions, p. 3<br />
8 AU/<strong>NEPAD</strong> <strong>Africa</strong>n Action Plan 2010-2015: Advancing Regional<br />
and Continental Integration in <strong>Africa</strong>, Strategic Overview, Oct. 16,<br />
2009, pp. i-iii<br />
2. The Evolution <strong>of</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
and projects. The Plan featured a high level overview <strong>of</strong><br />
each Sector, key components and resources, a discussion<br />
<strong>of</strong> why the sector is important in <strong>Africa</strong>’s economic and<br />
social development, and the key challenges that must be<br />
overcome to realize its potential.<br />
The new priority initiatives fall under nine sectors that were<br />
agreed upon by the AU and <strong>NEPAD</strong> as key trans<strong>for</strong>mation<br />
levers vis-à-vis <strong>Africa</strong>’s socio-economic development:<br />
ӹ Infrastructure (Energy, Water and Sanitation, Transport,<br />
and ICT)<br />
ӹ Agriculture and Food Security<br />
ӹ Human Resource Development (Health, Education,<br />
Youth and Training, and Social Affairs)<br />
ӹ Science and Technology<br />
ӹ Trade, Industry, Market Access & Private Sector<br />
Development<br />
ӹ Environment and Climate Change, and Tourism<br />
ӹ Governance and Public Administration, Peace and<br />
Security<br />
ӹ Capacity Building<br />
ӹ Gender Development<br />
With a focus on mobilizing resources to implement the<br />
new AU/<strong>NEPAD</strong> <strong>Africa</strong> Action Plan, in effect, the Mayaki<br />
era marks the beginning <strong>of</strong> a new refocused and better<br />
resourced <strong>NEPAD</strong>.<br />
According to the 2009-2010 <strong>NEPAD</strong> Business Plan released<br />
in August 2009, in addition to focusing on the<br />
implementation <strong>of</strong> the AAP, Core Function 6 also states<br />
that the new NPCA’s focus will be “to mobilize, advocate<br />
and communicate with <strong>Africa</strong>n stakeholders and partners<br />
towards increased awareness and ownership <strong>of</strong> the<br />
<strong>NEPAD</strong> agenda:”<br />
The core function includes the important areas <strong>of</strong> both<br />
communication, as well as development advocacy. It seeks<br />
to ensure effective internal as well as external communication.<br />
It will be underpinned by a robust communication<br />
13
14 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
strategy, taking into account three critical areas: the communication<br />
within the AU-<strong>NEPAD</strong>-RECs-country framework,<br />
the communication and advocacy <strong>for</strong> the <strong>Africa</strong>n<br />
agenda, value and principles to <strong>Africa</strong>n citizens, and the<br />
image creation about <strong>Africa</strong> internationally. It will aim<br />
at broad outreach within and outside the continent, and<br />
should promote inclusive advocacy processes <strong>for</strong> mobilizing<br />
and drawing upon <strong>Africa</strong>n stakeholders, including<br />
particularly youth, civil society, academia , the private<br />
sector and Diaspora. 9<br />
9 <strong>NEPAD</strong> Secretariat Business Plan, August 2009 – December 2010,<br />
Strategic New Directions, p. 7<br />
Strengths<br />
• Eight years <strong>of</strong> promotion – international brand recognition<br />
• AU backing and integrated agency status<br />
• Adoption by international donor community – Bretton Woods<br />
Organs, OECD states, G8 states, UN system, European Union (EU)<br />
system, major bilateral donors to <strong>Africa</strong><br />
• Backing by <strong>Africa</strong>n multilateral institutions – AfDB, ECA<br />
• REC support<br />
• New 5 year AAP<br />
• New Secretariat Structure<br />
• APRM programme<br />
• CAADP programme<br />
• Growing number <strong>of</strong> private sector and CSO support entities<br />
Weaknesses<br />
• Despite tens years <strong>of</strong> promotion – poor continent level brand<br />
positioning<br />
• Uneven member state support – financially and in terms <strong>of</strong> alignment<br />
with national development programmes<br />
• Week and under-capacitated RECs<br />
• Poor communications network, strategy and implementation programme<br />
–too little engagement with <strong>Africa</strong>’s media<br />
• Limited <strong>Africa</strong>n CSO, private sector and Diaspora engagement<br />
and input<br />
• Over dependence on donor funding<br />
• Competing (appearance <strong>of</strong> competing) <strong>Africa</strong>n development initiatives<br />
– Millennium Challenge Fund, TICAD, EU/ACP Initiatives<br />
• Low level grassroots understanding in <strong>Africa</strong><br />
• Disparate tangible achievement since inception<br />
• Few incentives <strong>for</strong> supporting <strong>NEPAD</strong> implementation<br />
• Limited credit / branding/ recognition given to <strong>NEPAD</strong> <strong>for</strong> successfully<br />
implemented regional projects<br />
Furthermore, key results areas specified in the Business<br />
Plan included:<br />
ӹ Mobilization <strong>of</strong> <strong>Africa</strong>n stakeholders around the AU/<br />
<strong>NEPAD</strong> agenda and programmes; and<br />
ӹ Mobilization <strong>of</strong> popular political support around the<br />
priority projects.<br />
A contemporary SWOT (strengths, weaknesses, opportunities,<br />
threats) analysis reveals that although the AU/<br />
<strong>NEPAD</strong> initiative has some hurdles to overcome, it is in a<br />
strong position to achieve its ends if it works to leverage<br />
all <strong>of</strong> its resources, including the <strong>Africa</strong>n private sector<br />
and civil society:<br />
Opportunities<br />
• New AAP is more implementation friendly<br />
• New Secretariat has more resources<br />
• Member state recognition that regional integration is key to growth<br />
and development<br />
• Accelerated REC ef<strong>for</strong>ts to integrate<br />
• Existing group <strong>of</strong> projects that <strong>of</strong>fer viable, immediate opportunities<br />
<strong>for</strong> stakeholder engagement<br />
• China, India, Brazil interest in <strong>Africa</strong> creates economic stimulus<br />
<strong>for</strong> many countries on the continent<br />
• Growing intra-regional trade and investment on continent driven<br />
by new regional multinationals from North <strong>Africa</strong>, Nigeria, Kenya<br />
and South <strong>Africa</strong><br />
• Growth in ef<strong>for</strong>ts to channel Diaspora capital to productive investment<br />
and mobilize Diaspora technical resources<br />
• Improvement in tax collection and increased domestic resources<br />
available to support <strong>NEPAD</strong> implementation<br />
Threats<br />
• Continued global financial crisis<br />
• Poor state <strong>of</strong> western state economies which will impact their ef<strong>for</strong>ts<br />
to make good on aid commitments<br />
• Poor state <strong>of</strong> western and global economies also has the potential<br />
to reduce quantity and earnings from <strong>Africa</strong>n exports<br />
• Competing bilateral commitments – particularly the EU’s <strong>Economic</strong><br />
Partnership Agreement (EPA) arrangements<br />
• Inability to get member states to make <strong>NEPAD</strong> relevant within<br />
national economic development strategies<br />
• Continued duplicity <strong>of</strong> ef<strong>for</strong>t within overlapping RECs<br />
• HIV/AIDs and Malaria as <strong>Africa</strong>n human resource debilitating<br />
pandemics<br />
• High cost <strong>of</strong> implementation
Public Sector Support<br />
<strong>for</strong> <strong>NEPAD</strong><br />
From its inception, <strong>NEPAD</strong> has been principally a public<br />
sector supported initiative and one focused on extracting<br />
increased coordination and maximum support from<br />
multilateral and bilateral donor agencies in particular.<br />
The resources that have been mobilized to support <strong>NEPAD</strong><br />
by these “partners” has been significant and remains critical<br />
to the successful implementation <strong>of</strong> AU/<strong>NEPAD</strong>’s new<br />
<strong>Africa</strong>n Action Plan.<br />
Furthermore, as public sector multilateral and international<br />
institutions increasingly align their aid and support<br />
Multilateral Support<br />
United Nations Support<br />
The United Nations remains one <strong>of</strong> the most significant<br />
supporters <strong>of</strong> <strong>NEPAD</strong> given its expansive number <strong>of</strong> institutions<br />
and its well placed regional organ the UN <strong>Economic</strong><br />
<strong>Commission</strong> <strong>for</strong> <strong>Africa</strong>.<br />
The Regional Coordination Mechanism (RCM) <strong>of</strong> UN<br />
Agencies and Organizations is the mechanism that has<br />
been established to foster UN system-wide coordination,<br />
coherence and cooperation at the regional and sub-regional<br />
levels to “deliver as one” in support <strong>of</strong> the <strong>Africa</strong>n Union<br />
and the <strong>NEPAD</strong> programme.<br />
The RCM was established “as part <strong>of</strong> a UN re<strong>for</strong>m to<br />
improve coherence, promote synergy and coordination<br />
among UN agencies and organizations in order to improve<br />
315<br />
CHAPTER<br />
programmes with <strong>NEPAD</strong>, through extension, these<br />
institutions also will present opportunities <strong>for</strong> <strong>Africa</strong>’s<br />
private sector and civil society to engage in the <strong>NEPAD</strong><br />
implementation process – as consultants, contractors and<br />
participants in stakeholder <strong>for</strong>ums.<br />
While not meant to be exhaustive, a review <strong>of</strong> some <strong>of</strong><br />
the current principal institutions supporting <strong>NEPAD</strong> is<br />
instructive in highlighting the significant support and<br />
resources that are being mobilized in support <strong>of</strong> the AU/<br />
<strong>NEPAD</strong> programmes.<br />
their collective response in addressing the priority needs<br />
<strong>of</strong> each <strong>of</strong> the five regions.”<br />
At the global level, the Office <strong>of</strong> the Special Adviser on<br />
<strong>Africa</strong> (OSAA) at the UN headquarters in New York, has<br />
been tasked with the role <strong>of</strong> global advocacy <strong>for</strong> <strong>NEPAD</strong><br />
as well as reporting to the intergovernmental bodies on<br />
the progress by UN system organizations in providing<br />
support to <strong>NEPAD</strong>.<br />
As the regional arm <strong>of</strong> the UN in <strong>Africa</strong>, the <strong>Economic</strong><br />
<strong>Commission</strong> <strong>for</strong> <strong>Africa</strong> has been assigned the responsibility<br />
<strong>for</strong> coordinating UN support to <strong>NEPAD</strong> at the regional<br />
and sub-regional levels under General Assembly Resolution<br />
57/7 <strong>of</strong> 2002.
16 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Through the RCM, two structures <strong>for</strong> coordination among<br />
UN agencies have been established: 1) an annual meeting<br />
<strong>of</strong> UN agencies working in <strong>Africa</strong>, and 2) a sector-focused<br />
cluster system. Coordination at the regional level takes<br />
place at three levels: 1) inter-agency coordination within<br />
the UN clusters between Coordinator and cluster members;<br />
2) inter-agency coordination within the RCM between the<br />
ECA and Cluster Coordinators, and 3) inter-organizational<br />
coordination within <strong>Africa</strong> between the UN and the AU,<br />
<strong>NEPAD</strong>, the RECs and the <strong>Africa</strong>n Development Bank.<br />
An additional coordination mechanism is also envisioned<br />
at the sub-regional level involving the UNECA sub-regional<br />
<strong>of</strong>fices (SROs). Through this structure the SROs act<br />
to bring together UN agencies and the respective RECs<br />
in each respective sub-region in support <strong>of</strong> the AU and<br />
<strong>NEPAD</strong>. Capacity building among the RECs and intergovernmental<br />
organizations is the envisioned focus <strong>of</strong><br />
this ef<strong>for</strong>t toward enhancing their respective abilities to<br />
manage and implement AU/ <strong>NEPAD</strong> programmes.<br />
RCM STRUCTURE 10<br />
Sub-Regional<br />
Coordination<br />
Mechanism<br />
Regional System Wide Coordination<br />
Mechanism RCM<br />
Secretariat<br />
9 Clusters<br />
Cluster Coordinators<br />
Sub-Clusters<br />
UN Agencies &<br />
Organizations<br />
AUC, <strong>NEPAD</strong> Sec., RECs<br />
AU<br />
<strong>NEPAD</strong><br />
RECS<br />
<strong>Africa</strong>’s<br />
Development<br />
10 RCM-<strong>Africa</strong>, Delivering as One For <strong>Africa</strong>, 2009, pp. 10, 16-17
The nine clusters <strong>of</strong> the Regional Coordination Mechanism<br />
No. Cluster Coordinator Sub-Cluster Members<br />
1. Infrastructure<br />
Development<br />
3. Public Sector Support <strong>for</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
ECA AUC, <strong>NEPAD</strong>, AfDB, ECA, FAO, IAEA, IMO, ITU,<br />
UNCTAD, UNDP, UNEP, UNESCO, UNICEF,UN-<br />
HABITAT, UPU, WHO, WIPO, and WMO<br />
ECA UNEP<br />
ECA Energy<br />
ECA ICT<br />
ECA Transport<br />
2. Governance UNDP AUC, <strong>NEPAD</strong>, AfDB, ECA, DPA,DPKO,<br />
IMF,OCHA, OSAA, UNDESA, UNDP, UNFPA,<br />
UNHCR, UNICEF, UNOHCHR, WORLD BANK<br />
and WFP<br />
3. Social and<br />
Human<br />
Development<br />
4. Environment,<br />
Population and<br />
Urbanization<br />
5. Agriculture, Food<br />
Security & Rural<br />
development<br />
6. Science and<br />
Technology<br />
7. Advocacy and<br />
Communications<br />
8. Peace and<br />
Security<br />
9. Industry, Trade<br />
and Market<br />
Access<br />
UNFPA<br />
Co-Coordinator<br />
UNICEF<br />
WHO/UNAIDS Health and HIV/AIDS, Malaria,<br />
TB and other Infectious Diseases<br />
UNESCO Education and Human Resources<br />
UNIFEM/UNFPA Gender and Development<br />
UNCHR/IOM Social Welfare, Protection and<br />
Human Trafficking<br />
ILO Labour and Employment<br />
AUC/UNDP Sports and Culture<br />
UNEP Co-Coordinator:<br />
UNFPA<br />
AUC, <strong>NEPAD</strong>, AfDB, ECA, FAO, IAEA, ILO, IOM,<br />
UNDP, UNAIDS, UNESCO, UNICEF, UNIDO,<br />
UNIFEM, UNFPA, UNHCR, WFP, WHO and<br />
WIPO<br />
AUC, <strong>NEPAD</strong>, AfDB, ECA, IOM, IMO, UNEP,<br />
UNESCO, UNFPA, UN-HABITAT and WMO<br />
FAO AUC, <strong>NEPAD</strong>, AfDB, ECA, FAO, IAEA, UNCTAD,<br />
UNDP, UNESCO, UNIDO, UNHCR, WFP, IFAD,<br />
WIPO, WORLD BANK and WTO<br />
UNESCO AUC, <strong>NEPAD</strong>, AfDB, ECA, UNESCO, WIPO, UNI-<br />
DO, FAO, OSAA, UNEP, WORLD BANK, CGIAR,<br />
UNDP, UNCTAD, UNU/INTECH and WHO<br />
OSAA AUC, <strong>NEPAD</strong>, AfDB, ECA, UNEP, UNON, UN-<br />
HABITAT, WORLD BANK, UNAIDS, UNHCR,<br />
UNESCO, ITU, UNDP, UNFPA, UNICEF, OSAA,<br />
WFP, IOM and DPI<br />
DPA AUC, <strong>NEPAD</strong>, AfDB, ECA, DPA, UNHCR, ILO,<br />
UNDP, OHCHR, FAO, IOM, DPKO, WFP, UNAIDS<br />
and WHO<br />
DPKO Peace and Security<br />
Architecture <strong>of</strong> the AU<br />
UNHCR Post conflict Reconstruction and<br />
Development<br />
OHCHR Human Rights, Justice and<br />
Reconciliation<br />
UNIDO AUC, <strong>NEPAD</strong>, AfDB, ECA, UNIDO, UNCTAD,<br />
ITC, ICF, WTO, WIPO, UNDP, UNESCO, IAEA,<br />
UNEP, FAO, ILO, UN-HABITAT and WORLD<br />
BANK<br />
17
18 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Selected key areas <strong>of</strong> focus and outputs from the nine<br />
cluster groupings include the following:<br />
ӹ 1. Infrastructure<br />
a. Water and Sanitation (UN Water/ <strong>Africa</strong>)<br />
a. Provision <strong>of</strong> support <strong>for</strong> the Integrated Water<br />
Resource Management principles <strong>of</strong> the <strong>Africa</strong><br />
Water Vision 2025<br />
b. Assistance on river basin development initiatives<br />
c. Support <strong>of</strong> the <strong>Africa</strong>n Ministerial Council on<br />
Water (AMCOW)<br />
d. Publishing the <strong>Africa</strong>n Water Development Report,<br />
the <strong>Africa</strong>n Water Journal, an <strong>Africa</strong> Fresh<br />
Water Atlas<br />
e. Establishing the <strong>Africa</strong>n Water In<strong>for</strong>mation<br />
Clearing House Mechanism<br />
f. Supporting AMCOW’s <strong>Africa</strong> Water Facility financing<br />
mechanism<br />
g. Supporting the <strong>Africa</strong>n Network <strong>of</strong> Basin<br />
Organizations<br />
b. Energy (UN-Energy/ <strong>Africa</strong>)<br />
a. Support the <strong>Africa</strong>n Energy <strong>Commission</strong><br />
b. Support the preparation <strong>of</strong> the <strong>Africa</strong> Energy<br />
Vision 2030 strategy document<br />
c. Establish a working group <strong>of</strong> experts<br />
d. Support a study on rural energy access<br />
e. Support RECS and sub-regional bodies responsible<br />
<strong>for</strong> energy integration<br />
f. Support exploration <strong>of</strong> a Clean Energy Finance<br />
Facility by the AfDB<br />
g. Established the UN Energy/ <strong>Africa</strong> web site and<br />
electronic <strong>for</strong>um<br />
c. ICTs<br />
a. Support ef<strong>for</strong>ts to narrow the digital divide in<br />
<strong>Africa</strong><br />
b. Support <strong>Africa</strong>’s participation in global ICT<br />
policy making <strong>for</strong>ums<br />
c. Support the <strong>Africa</strong>n Regional Action Plan on the<br />
Knowledge Economy<br />
d. Support the CONNECT -<strong>Africa</strong> initiative<br />
d. Transport<br />
a. Establish the Sub-Saharan <strong>Africa</strong> Transport<br />
Policy Programme<br />
b. Support the <strong>NEPAD</strong> Programme on Transport<br />
ӹ 2. Governance<br />
a. Support the APRM processes<br />
b. Support <strong>NEPAD</strong> administration activities<br />
c. Develop the Capacity Development Strategic<br />
Framework<br />
d. Manages the APRM Trust Fund<br />
ӹ 3. Agriculture, Food Security and Rural Develop -<br />
ment<br />
a. Support the Comprehensive <strong>Africa</strong> Agriculture Development<br />
Programme and the related Home Grown<br />
School Feeding Programme<br />
b. Support the World Bank’s Multi-Country Agricultural<br />
Productivity programme<br />
c. Support <strong>NEPAD</strong>’s National Food Fortification<br />
programme<br />
d. Support <strong>NEPAD</strong> agriculture investment initiatives,<br />
gender in agriculture initiatives, and land reclamation<br />
initiatives<br />
e. Support CEN-SAD in implementing the Sahel Agricultural<br />
and Rural Development Initiative<br />
f. Support the AUC-ECA-AfDB initiative on Climate<br />
In<strong>for</strong>mation <strong>for</strong> Development in <strong>Africa</strong><br />
g. Support the Green Wall <strong>of</strong> the Sahara initiative<br />
h. Support the AfDB’s 2008 $1 billion in loan finance <strong>for</strong><br />
agricultural development initiative<br />
i. Support the development <strong>of</strong> a working group on agriculture<br />
and food security under the NDG-<strong>Africa</strong><br />
initiative jointly coordinated by the AU and FAO<br />
ӹ 4. Environment, Population and Urbanization<br />
a. Support the Sustainable <strong>NEPAD</strong> Cities initiative with<br />
UN-HABITAT as the lead agency<br />
b. Support the achievement <strong>of</strong> <strong>NEPAD</strong> goals related to<br />
environment, population and urbanization<br />
c. Published the 2007 State <strong>of</strong> World population: unleashing<br />
the Potential <strong>of</strong> Urban Growth<br />
d. The ECA published a report on International Migration<br />
and Development: Implications <strong>for</strong> <strong>Africa</strong><br />
e. Support the <strong>Africa</strong>n Ministerial Council on the<br />
Environment<br />
f. Support the RECs in the development <strong>of</strong> Sub-regional<br />
Environmental Action Plans<br />
g. Support the establishment by the AfDB <strong>of</strong> an <strong>Africa</strong>n<br />
Environment Facility to fund environmental components<br />
<strong>of</strong> the <strong>NEPAD</strong> Action Plan<br />
h. Support the implementation in <strong>Africa</strong> <strong>of</strong> the development<br />
goals put <strong>for</strong>th in the International Conference
on Population and Development (ICPD) Programme<br />
<strong>of</strong> Action<br />
ӹ 5. Social and Human Development<br />
a. Support the development <strong>of</strong> a Social Policy Framework<br />
<strong>for</strong> <strong>Africa</strong><br />
b. Support monitoring and evaluation ef<strong>for</strong>ts regarding<br />
the MDGs<br />
c. Support ef<strong>for</strong>ts to combat Aids, Malaria and infectious<br />
diseases<br />
d. Support the AU Ten year Capacity Building programme<br />
e. Support the <strong>Africa</strong> Committee <strong>of</strong> Experts on the Rights<br />
and Welfare <strong>of</strong> Children<br />
f. Support the AU Population Council<br />
g. Support the <strong>Africa</strong>n Prosecutors Association<br />
h. Support the AU Education Ministers<br />
ӹ 6. Science and Technology<br />
a. Support the AU/<strong>NEPAD</strong> Science and Technology Consolidated<br />
Plan <strong>of</strong> Action<br />
b. Support <strong>Africa</strong>’s Green Revolution<br />
ӹ 7. Advocacy and Communication<br />
a. Support <strong>NEPAD</strong> ‘s communications initiatives<br />
b. Produced “<strong>NEPAD</strong> at Work” article series published<br />
in more than 90 media outlets<br />
OECD Support<br />
The Organization <strong>for</strong> <strong>Economic</strong> Co-operation and Development<br />
(OECD) 11 was <strong>for</strong>med in 1961 as the successor<br />
institution to the Organization <strong>for</strong> European <strong>Economic</strong><br />
Cooperation (OEEC) which was established in 1948 following<br />
the end <strong>of</strong> World War II. The first non-European<br />
members to join the OECD were Canada and the United<br />
States who became members when the OEEC was restructured<br />
into the OECD 12 .<br />
Today there are 30 members <strong>of</strong> the OECD and their principal<br />
work is to share best practices and to collaborate to<br />
develop policy that is aimed at helping them work together<br />
11 The member countries include: Australia, Austria, Belgium, Canada,<br />
the Czech Republic, Denmark, Finland, France, Germany, Greece,<br />
Hungary, Iceland, Ireland, Italy, Japan, Korea, Luxembourg, Mexico,<br />
the Netherlands, New Zealand, Norway, Poland, Portugal, The Slovak<br />
Republic, Spain, Sweden, Switzerland, Turkey, the United Kingdom,<br />
the United States. The European Union also takes part in the work <strong>of</strong><br />
the OECD. <strong>Africa</strong>n <strong>Economic</strong> Outlook 2009<br />
12 Sudarkasa, M., The <strong>Africa</strong>n Business Handbook, <strong>Africa</strong> Business<br />
Group, 2007, p.87<br />
3. Public Sector Support <strong>for</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
c. Publishes <strong>NEPAD</strong> related articles in <strong>Africa</strong> Renewal<br />
magazine four times a year<br />
d. Support the development <strong>of</strong> a website with up-to-date<br />
in<strong>for</strong>mation about national and regional <strong>NEPAD</strong><br />
projects<br />
ӹ 8. Peace and Security<br />
a. Support the AU’s peace and security structures, including<br />
the Peace and Security Council<br />
b. Support the <strong>Africa</strong>n Standby Force<br />
c. Support the development <strong>of</strong> the Panel <strong>of</strong> the Wise<br />
d. Support the development <strong>of</strong> the AU’s Post-Conflict<br />
Reconstruction and Development policy<br />
e. Support the AU’s Early Warning System<br />
f. Support the AU’s Peace Support Operations<br />
Department<br />
ӹ 9. Industry, Trade and Market Access<br />
a. Support market access development <strong>for</strong> <strong>Africa</strong>n<br />
nations<br />
b. Support the <strong>Africa</strong> Quality Infrastructure Survey<br />
c. Supported a Trade Support Programme within COME-<br />
SA and a Regional Trade Programme within the East<br />
<strong>Africa</strong>n Community<br />
to address the economic, social and environmental challenges<br />
<strong>of</strong> globalisation.<br />
The three principal aims <strong>of</strong> the OECD are: 1) to promote the<br />
financial stability and economic growth <strong>of</strong> member countries,<br />
2) to support the economic growth <strong>of</strong> less-developed/<br />
emerging market countries, and 3) to foster the growth <strong>of</strong><br />
world trade on a non-discriminatory, multilateral basis.<br />
The <strong>NEPAD</strong>–OECD <strong>Africa</strong> Investment Initiative 13 aims<br />
to support <strong>Africa</strong>n countries in improving their capacity<br />
to strengthen the investment environment <strong>for</strong> growth<br />
and development in accordance with the UN Monterrey<br />
Consensus, taking advantage <strong>of</strong> OECD’s peer learning<br />
method and investment instruments <strong>of</strong> cooperation such<br />
as the Policy Framework <strong>for</strong> Investment (PFI), the most<br />
comprehensive multilaterally backed investment policy<br />
instrument.<br />
13 www.oecd.org/daf/investment/africa<br />
19
20 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
The Initiative’s work has helped <strong>NEPAD</strong> countries to improve<br />
the investment related content <strong>of</strong> the <strong>Africa</strong>n Peer<br />
Review Mechanism and to enhance their capacities to<br />
implement investment climate re<strong>for</strong>ms in sensitive areas<br />
such as water and transport infrastructure.<br />
The Initiative is guided by a Steering Committee chaired by<br />
the <strong>NEPAD</strong> CEO with Vice-Chairs from South <strong>Africa</strong> and<br />
Japan and composed <strong>of</strong> all major <strong>NEPAD</strong> actors, OECD<br />
countries and donors, RECs, the <strong>NEPAD</strong> Business Group,<br />
the <strong>NEPAD</strong> Business Foundation, the <strong>Africa</strong>n Partnership<br />
Forum, OECD Development Assistance Committee, the<br />
Investment Climate Facility, the World Bank, UNCTAD<br />
and other partner organizations.<br />
The Initiative has served as a facilitator <strong>of</strong> region-wide dialogues<br />
on investment facility and will between 2009-2011<br />
G8 Support<br />
The Group <strong>of</strong> 8 was initially established in 1975 as an annual<br />
meeting <strong>of</strong> the major industrial democracies <strong>of</strong> the<br />
world to discuss relevant economic and political matters<br />
facing their domestic societies and the broader international<br />
community as a whole. The original meeting was<br />
comprised <strong>of</strong> six countries France, Germany, Italy, Japan,<br />
the United Kingdom and the U.S. In 1985, Canada joined<br />
the meeting and in 2006 Russia became a <strong>for</strong>mal member<br />
after serving as an observer state from 1991-1998.<br />
The founders <strong>of</strong> <strong>NEPAD</strong> presented the <strong>Africa</strong> Action Plan<br />
to the G8 countries <strong>for</strong> the first time at the G8 Summit<br />
in Canada in July 2002 developing what became the G8<br />
<strong>Africa</strong> Action Plan.<br />
At the G8 meeting in Evian, France the following year, it<br />
was decided to extend the dialogue between the G8 and<br />
<strong>NEPAD</strong> to all <strong>of</strong> the member countries <strong>of</strong> the OECD that<br />
contribute substantially to development assistance. As a<br />
Bretton Woods Institution Support<br />
In July 1944, following the end <strong>of</strong> World War II, a United<br />
Nations Monetary and Financial Conference was convened<br />
in Bretton Woods, New Hampshire in the U.S. Out <strong>of</strong><br />
this historic gathering <strong>of</strong> 44 nations came the mandate<br />
to establish the International Monetary Fund and the<br />
begin to go further and focus on PFI-based peer reviews in<br />
pilot countries using two OECD tools: the OECD Principles<br />
<strong>for</strong> Private Sector Participation in Infrastructure, as the<br />
basis <strong>for</strong> policy frameworks <strong>for</strong> regional infrastructure<br />
investment, and the OECD Risk Awareness Tool, the basis<br />
<strong>of</strong> multi-stakeholder dialogue on doing business in weak<br />
governance zones.<br />
In addition to the <strong>NEPAD</strong>-OECD <strong>Africa</strong> Investment Initiative,<br />
since 2000 the Development Centre <strong>of</strong> the OECD, in<br />
conjunction with the <strong>Africa</strong>n Development Bank Group<br />
and the <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong>, has published<br />
the <strong>Africa</strong>n <strong>Economic</strong> Outlook, an annual detailed analytical<br />
guide on <strong>Africa</strong>’s economies, their economic per<strong>for</strong>mance,<br />
challenges, and opportunities.<br />
result, in November <strong>of</strong> 2003, the <strong>Africa</strong> Partnership Forum<br />
was established. 14<br />
In 2005, at the 31 st G8 Summit held in Gleneagles, Scotland<br />
in the U.K., in support <strong>of</strong> <strong>NEPAD</strong>, the G8 members<br />
pledged to double their current aid commitments by 2010.<br />
In practice this meant that given their current pledges <strong>of</strong><br />
slightly more than US$25 billion, the G8 members pledged<br />
to raise their ODA pledges to roughly $54.5 billion in 2010,<br />
which would translate into an annual increase <strong>of</strong> 17% per<br />
annum between 2007 and 2010. 15 Half <strong>of</strong> this aid was to<br />
be earmarked to support <strong>Africa</strong>’s development.<br />
Through their ODA contributions and their on-going<br />
participation in the <strong>Africa</strong> Partnership Forum, the G8<br />
members have continued to support the implementation<br />
<strong>of</strong> <strong>NEPAD</strong>.<br />
14 www.africapartnership<strong>for</strong>um.org<br />
15 <strong>Africa</strong>n <strong>Economic</strong> Outlook 2009, <strong>Africa</strong>n Development Bank and<br />
OECD, p. 33<br />
International Bank <strong>for</strong> Reconstruction and Development,<br />
or the World Bank.
International Monetary Fund (IMF)<br />
The IMF, as part <strong>of</strong> the Monterray Consensus and in support<br />
<strong>of</strong> <strong>NEPAD</strong>’s overarching objectives, is working with<br />
international partners to promote growth and poverty<br />
reduction in low-income <strong>Africa</strong>n countries 16 .<br />
The operational context <strong>of</strong> this support are the national<br />
poverty-reduction strategies (NPRS), which call <strong>for</strong> improved<br />
domestic policies and the mobilization <strong>of</strong> domestic<br />
and external resources, including debt relief <strong>for</strong> achieving<br />
the MDGs. In this overall ef<strong>for</strong>t, the Fund is focusing on<br />
its areas <strong>of</strong> expertise which are in fiscal, monetary and<br />
exchange rate policies, as well as on other re<strong>for</strong>ms and<br />
institutions relevant to macroeconomic stability. The Fund<br />
has also sought to integrate poverty and social impact<br />
analysis into the design <strong>of</strong> Poverty Reduction and Growth<br />
Facility programs, <strong>for</strong> example in the areas <strong>of</strong> energy price<br />
re<strong>for</strong>m and tariff and trade liberalization.<br />
The Fund has assisted <strong>Africa</strong>n countries in areas related to<br />
capacity building and is also extending advice on adapting<br />
macroeconomic policies to handle the anticipated scaled<br />
up aid flows necessary <strong>for</strong> financing the MDGs. In 2002<br />
and 2003, the Fund established two Regional Technical<br />
Assistance Centres <strong>for</strong> East and West <strong>Africa</strong> subregions. A<br />
third centre <strong>for</strong> the Central <strong>Africa</strong>n region was established<br />
in January 2007. The Centres provide technical assistance<br />
and training in the Fund’s areas <strong>of</strong> competence, including:<br />
revenue administration, public expenditure management,<br />
monetary operations and macroeconomic statistics.<br />
Apart from capacity building and policy advice, the Fund<br />
has also assisted <strong>Africa</strong>’s development ef<strong>for</strong>ts through<br />
direct financial support and debt relief and advocacy <strong>for</strong><br />
increased aid and donor assistance.<br />
The IMF has continued to support low-income countries<br />
in sub-Saharan <strong>Africa</strong> through the Poverty Reduction<br />
Strategy Papers (PRSP), Poverty Reduction and Growth<br />
Facility (PRGF) and the Heavily Indebted Poor Countries<br />
(HIPC) processes. Under the PRGF concessional loans are<br />
disbursed and under HIPC debt has been <strong>for</strong>given. PRGF<br />
support between 2003 and 2006 increased over 60%.<br />
The IMF was the first multilateral institution to implement<br />
the initiative agreed upon in 2005 by major donors to<br />
16 International Monetary Fund, Support to <strong>NEPAD</strong>, Period to Report:<br />
July 2008 to June 2009, p. 1<br />
3. Public Sector Support <strong>for</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
provide debt relief under the Multilateral Debt Relief Initiative<br />
(MDRI). The Fund gave 100% relief on debt owed to it<br />
by 18 low income countries in sub-Saharan <strong>Africa</strong> by the<br />
end <strong>of</strong> 2008. 17 In 2008, the relief as measured by saved debt<br />
service obligations amounted to an average <strong>of</strong> 43.3 percent<br />
<strong>of</strong> total government net <strong>for</strong>eign financing (including grants)<br />
<strong>for</strong> the 18 countries. Six other sub-Saharan countries will<br />
qualify <strong>for</strong> debt relief once they reach the HIPC completion<br />
pint hopefully within the next two years. 18<br />
The Director <strong>of</strong> the <strong>Africa</strong>n Department within the Fund<br />
also represents the Fund at <strong>Africa</strong> Partnership Forum<br />
meetings and the Fund’s Resident Representative <strong>of</strong>fice<br />
in South <strong>Africa</strong> collaborates closely with the <strong>NEPAD</strong> and<br />
APRM Secretaries.<br />
The World Bank Group<br />
The World Bank has been a consistent supporter <strong>of</strong> <strong>NEPAD</strong><br />
since its inception. The Bank’s support comes primarily<br />
in the <strong>for</strong>m <strong>of</strong> technical assistance/ strategic support and<br />
through the financing <strong>of</strong> infrastructure projects that are<br />
part <strong>of</strong> the <strong>NEPAD</strong> Short Term Action Plan 19 .<br />
In regards to the provision <strong>of</strong> technical assistance, the<br />
Bank provided support and assistance to both the <strong>NEPAD</strong><br />
Secretariat and the Regional <strong>Economic</strong> Communities toward<br />
the preparation <strong>of</strong> projects. It also provides advisory<br />
services in the areas <strong>of</strong> trade and policy harmonization in<br />
different sectors and helps strengthen the capacity <strong>of</strong> the<br />
<strong>Africa</strong>n regional economic communities.<br />
The Bank provided Institutional Development Fund Grants<br />
to support the <strong>NEPAD</strong> Secretariat ef<strong>for</strong>ts to finance Public<br />
Expenditure Tracking in Agriculture (US$348,000.00<br />
grant in 2004), Strengthening the Implementation <strong>of</strong> the<br />
<strong>NEPAD</strong> Agenda in West <strong>Africa</strong> (US$500,000.00 grant in<br />
2005) and in support <strong>of</strong> the implementation <strong>of</strong> the <strong>NEPAD</strong><br />
Environmental Action Plan (US$300,000.00 grant in 2003).<br />
The Bank has also supported the <strong>NEPAD</strong> Secretariat’s<br />
Strategic Communication Unit and regularly participates<br />
in major strategic meetings aimed at raising interest and<br />
support <strong>for</strong> <strong>NEPAD</strong>.<br />
17 Benin, Burkina Faso, Cameroon, Ethiopia, Gambia, Ghana, Madagascar,<br />
Malawi, Mali, Mozambique, Niger, Rwanda, Sao-Tome and Principe,<br />
Senegal, Sierra Leone, Tanzania, Uganda and Zambia<br />
18 Burundi, Chad, Democratic Republic <strong>of</strong> Congo, The Gambia, Guinea<br />
and Guinea -Bissau<br />
19 L. Kritzinger-van Niekirk and Fabrice Houdart, <strong>NEPAD</strong> Briefing<br />
Notes, September 2005, pp. 3-4<br />
21
22 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
However, most <strong>of</strong> the Bank’s assistance to support <strong>NEPAD</strong><br />
focused on the funding <strong>of</strong> infrastructure projects. Through<br />
2005, 11 regional projects (including three in the financial<br />
sector, one <strong>for</strong> trade facilitation, three related to HIV/AIDs,<br />
and three in the power sector) valued at US$555 million<br />
had received finance commitments.<br />
From 2006 to 2007 the Bank committed another US$278.6<br />
million in financial support to promote <strong>NEPAD</strong> regional<br />
infrastructure projects, including: the West and Central<br />
<strong>Africa</strong> Air Transport Safety Project, the Senegal River<br />
Basin Multipurpose Water Development Project, and the<br />
West <strong>Africa</strong> Power Pool.<br />
Simultaneously the Bank helped develop a pipeline <strong>of</strong><br />
strong infrastructure projects valued at roughly US$ 1.7<br />
billion in transport, trade, energy, water, telecoms, the<br />
financial sector and agriculture <strong>for</strong> funding in the period<br />
2007 – 2009. Six projects worth $915 million were scheduled<br />
<strong>for</strong> Board Approval, including: a) supporting the<br />
implementation <strong>of</strong> the STAP priorities (regional transport<br />
and trade facilitation projects in Central <strong>Africa</strong>, Regional<br />
Communications Infrastructure Program in East and<br />
Southern <strong>Africa</strong>, the Second Phase <strong>of</strong> the Southern <strong>Africa</strong><br />
Power Pool project, and grid interconnection between<br />
Ethiopia and Sudan; the implementation <strong>of</strong> the CAADP<br />
in West <strong>Africa</strong> (West <strong>Africa</strong> Agriculture Productivity<br />
Program) and the management <strong>of</strong> water resources at basin<br />
level (Niger River Basin).<br />
Several regional diagnostic studies were also carried out to<br />
undertake gap analyses <strong>of</strong> <strong>Africa</strong>n regional infrastructure<br />
(trade corridors, regional power systems and international<br />
communications links). The Bank continued to support<br />
REC development providing capacity development resources<br />
to: the Southern <strong>Africa</strong> Development Community<br />
(SADC), the Common Market <strong>of</strong> East and Southern <strong>Africa</strong><br />
(COMESA), the <strong>Economic</strong> Community <strong>of</strong> West <strong>Africa</strong>n<br />
States (ECOWAS), the Union Economique et Monitaire<br />
Ouest <strong>Africa</strong>ine (West <strong>Africa</strong>n Monetary Union)(UE-<br />
MOA), Communauté Économique des États d’Afrique<br />
Centrale (<strong>Economic</strong> Community <strong>of</strong> Central <strong>Africa</strong>n States)<br />
(ECCAS) and the East <strong>Africa</strong>n Community (EAC). 20<br />
The Bank has approved US$700 million <strong>for</strong> <strong>NEPAD</strong><br />
programmes and priorities in FY 2009 supporting eight<br />
20 World Bank, Support to <strong>NEPAD</strong> Period <strong>of</strong> Report: July 2006 to<br />
June 2007<br />
priority projects in energy, ICT, transport, water and agriculture.<br />
Support has also been provided <strong>for</strong> the development<br />
<strong>of</strong> the COMESA and ECOWAS Infrastructure<br />
funds, regional trade integration assessments, mineral<br />
production studies and a multi-sector investment in the<br />
Zambezi Basin. In addition, the Bank administers a donor<br />
trust fund <strong>for</strong> CAADP. 21<br />
In support <strong>of</strong> the private sector and with support from<br />
a fairly broad group <strong>of</strong> other multilateral and bilateral<br />
donors, the World Bank’s International Finance Corporation<br />
agreed to serve as the host <strong>of</strong> the Private Enterprise<br />
Partnership <strong>Africa</strong> (PEP-<strong>Africa</strong>) initiative with the key<br />
aim <strong>of</strong> integrating and harmonising donor funded private<br />
sector and SME support programmes across the continent.<br />
Building upon the achievements <strong>of</strong> the <strong>Africa</strong> Project<br />
Development Facility, PEP-<strong>Africa</strong> was established with<br />
the following three objectives: 1) improving the enabling<br />
business environment <strong>for</strong> private sector growth and development,<br />
2) strengthening the growth and competitiveness<br />
<strong>of</strong> SMEs, and 3) stimulating private sector related<br />
investment. Key programmes <strong>of</strong> PEP-<strong>Africa</strong> involve the<br />
provision <strong>of</strong> advisory services to <strong>Africa</strong>n governments<br />
in relation to private enterprise development, providing<br />
capacity building services to “business development<br />
service providers” across the continent and to financial<br />
institutions serving SMEs. 22<br />
The World Bank is also a lead partner in the Public-Private<br />
Infrastructure Advisory Facility (PPIAF) 23 that was<br />
launched in 1999 as a joint initiative <strong>of</strong> Japan and the UK<br />
working closely with the Bank. It was based on the Bank’s<br />
Infrastructure Action Program and its mission is to help<br />
eliminate poverty and achieve sustainable development<br />
through public-private partnerships (PPPs). Toward this<br />
end, the PPIAF <strong>of</strong>fers technical assistance to countries to<br />
support public-private project development and it identifies<br />
and shares best practice around public-private partnership<br />
related infrastructure project development in developing<br />
countries. Through grants, the PPIAF finances a range <strong>of</strong><br />
country specific and multi-country advisory and related<br />
services.<br />
21 World Bank, Support to <strong>NEPAD</strong> Period <strong>of</strong> Report July 2008 to June<br />
2009<br />
22 UNECA (2009) The Role <strong>of</strong> the Private Sector and Civil Society:<br />
Review <strong>of</strong> <strong>NEPAD</strong> after 8 Years, November 2009, p. 24<br />
23 www.ppiaf.org – PPIAF’s Mission and Governance
Also in furtherance <strong>of</strong> <strong>Africa</strong>n infrastructure development,<br />
and as a result <strong>of</strong> deliberations held at the first Infrastructure<br />
Consortium <strong>for</strong> <strong>Africa</strong> meeting in October<br />
2005, the World Bank launched a research project called<br />
the <strong>Africa</strong> Infrastructure Country Diagnostic (AICD)<br />
that assessed the state <strong>of</strong> infrastructure in 24 countries in<br />
electricity, water, roads, and ICT. The AICD is a “knowledge<br />
programme” to improve understanding <strong>of</strong> <strong>Africa</strong>’s<br />
infrastructure situation and is intended to assist policy<br />
makers in setting priorities <strong>for</strong> current infrastructure<br />
investment and to provide a baseline <strong>for</strong> monitoring progress.<br />
<strong>NEPAD</strong> and the <strong>Africa</strong>n Union are key partners <strong>of</strong><br />
the AICD along with the French Development Agency,<br />
Department <strong>for</strong> International Development <strong>of</strong> the UK, the<br />
European Union, and the Public-Private Infrastructure<br />
Advisory Facility 24 .<br />
The first report under the programme, entitled “<strong>Africa</strong>’s<br />
Infrastructure a Time <strong>for</strong> Trans<strong>for</strong>mation” 25 was released<br />
on November 12, 2009 and indicated that to meet the Millennium<br />
Development Goals and achieve national development<br />
targets in <strong>Africa</strong> within 10 years, annual spending<br />
<strong>of</strong> US$93 billion would be required. Nearly 50% <strong>of</strong> the<br />
investment would be needed to boost the continent’s electricity<br />
supply. The study also found that <strong>Africa</strong> is already<br />
spending US$45 billion annually on infrastructure, most<br />
<strong>of</strong> which is coming from domestic resources. The study’s<br />
analysis indicated that more efficient utilization <strong>of</strong> existing<br />
resources could release a further US$17.4 billion in finance<br />
<strong>for</strong> infrastructure annually. However, the study assesses<br />
that there is still a shortfall <strong>of</strong> US$31 billion that needs<br />
to be addressed – by contribution from the international<br />
financial community and the private sector.<br />
To support infrastructure development on the continent,<br />
the World Bank is targeting lending <strong>of</strong> US$100 billion over<br />
the next three years 2010-2012, making available US$42<br />
billion in International Development Association grants<br />
and interest free loans to poor countries, and supporting<br />
24 Foster, Vivian, Executive Summary, <strong>Africa</strong> Infrastructure Country<br />
Diagnostic, Overhauling the Engine <strong>of</strong> Growth: Infrastructure in <strong>Africa</strong>,<br />
September 2008<br />
25 www.web.worldbank.org/<strong>Africa</strong><br />
European Union Support<br />
The European Union (EU) is a key partner <strong>of</strong> the <strong>Africa</strong>n<br />
Union and <strong>of</strong> <strong>NEPAD</strong>. EU assistance covers all areas <strong>of</strong><br />
3. Public Sector Support <strong>for</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
the private sector through trade, bank and infrastructure<br />
projects 26 .<br />
In addition to the Bank’s direct lending and financial support<br />
<strong>of</strong> <strong>NEPAD</strong>, the World Bank has been a key partners<br />
<strong>of</strong> the <strong>Africa</strong>n Union in supporting ef<strong>for</strong>ts to engage with<br />
and mobilize resources from within the <strong>Africa</strong>n Diaspora:<br />
ӹ In November 2007, an Open House <strong>for</strong> the <strong>Africa</strong>n<br />
Diaspora was held at Bank headquarters in Washington,<br />
D.C. Several hundred participants spent a full day<br />
discussing ways in which the Diaspora could aid in<br />
<strong>Africa</strong>n development;<br />
ӹ A high-level seminar <strong>of</strong> the <strong>Africa</strong>n Diaspora under<br />
the auspices <strong>of</strong> the Joint <strong>Africa</strong>n Institute (JAI) and the<br />
World Bank was held in South <strong>Africa</strong> in February 2008;<br />
ӹ In May 2008, a workshop <strong>for</strong> Diaspora entitled “Understanding<br />
the World Bank Group – How to do Business<br />
Together”, was held at the Bank in Washington,<br />
DC to provide Diaspora with relevant in<strong>for</strong>mation on<br />
engaging with the World Bank. The response was very<br />
encouraging;<br />
ӹ In June 2008, the Development Marketplace <strong>for</strong> the<br />
<strong>Africa</strong>n Diaspora in Europe (D-MADE) was held in<br />
Brussels, Belgium. Over 500 businesses submitted proposals.<br />
A jury awarded nearly $1 million to sixteen<br />
projects in 11 <strong>Africa</strong>n countries;<br />
ӹ In July 2008, the Bank signed an agreement with the<br />
AU in Washington, D.C., to assist in the development<br />
<strong>of</strong> the AU’s capacity to focus on Diaspora issues.<br />
ӹ In September 2008, the AU launched the <strong>Africa</strong>n Diaspora<br />
Health Initiative aimed at linking specific health<br />
expertise among <strong>Africa</strong>ns in the Diaspora with health<br />
needs in designated geographical locations in <strong>Africa</strong>;<br />
ӹ Also, in September 2008, World Bank Group President<br />
Zoellick and Dr. Jean Ping, Chairperson <strong>of</strong> the AU,<br />
signed a Memorandum <strong>of</strong> Understanding that includes<br />
partnering on Diaspora engagement;<br />
ӹ The Development Marketplace <strong>for</strong> the <strong>Africa</strong>n Diaspora<br />
in North America (D-MADA) is under preparation <strong>for</strong><br />
the North American Diaspora.<br />
26 AU/<strong>NEPAD</strong> <strong>Africa</strong>n Action Plan 2010-2015: Advancing Regional and<br />
Continental Integration in <strong>Africa</strong>, Strategic Overview, Oct. 16, 2009, p. 14<br />
the sectoral priorities <strong>of</strong> <strong>NEPAD</strong>. The support is primarily<br />
channelled through EU regional and national programmes<br />
23
24 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
under the Cotonou Agreement which are developed with<br />
respective <strong>Africa</strong>n regions and countries.<br />
Additionally, the EU has established a 250 million Euro<br />
facility to support peace keeping ef<strong>for</strong>ts on the continent<br />
called the EU <strong>Africa</strong>n Peace Facility. The facility supports<br />
the AU’s Peace and Security Council. With the <strong>NEPAD</strong><br />
Secretariat, the EU has discussed the establishment <strong>of</strong> a<br />
Partnership <strong>for</strong> Infrastructure to initiate projects that<br />
facilitate interconnectivity at a continental level <strong>for</strong> the<br />
promotion <strong>of</strong> regional integration.<br />
In 2005, the EU <strong>Commission</strong> launched a new EU Strategy<br />
<strong>for</strong> <strong>Africa</strong> to begin to align its three existing Agreements<br />
(the Middle East Development Agreement (MEDA) with<br />
North <strong>Africa</strong>, the Cotonou Agreement with sub-Saharan<br />
<strong>Africa</strong>n states, and the Trade, Development and Cooperation<br />
Agreement with South <strong>Africa</strong>) into a more continentally<br />
focused strategy.<br />
In December 2007, the inaugural <strong>Africa</strong>-EU Summit was<br />
held in Lisbon, Portugal and out <strong>of</strong> the meeting a Joint<br />
<strong>Africa</strong>-EU Strategy was established toward the development<br />
<strong>of</strong> a long term framework <strong>for</strong> <strong>Africa</strong>-EU relations.<br />
Eight areas <strong>of</strong> partnership were identified:<br />
ӹ Peace and Security<br />
ӹ Democratic Governance and Human Rights<br />
ӹ Trade, regional Integration and Infrastructure<br />
ӹ Millennium Development Goals<br />
ӹ Energy<br />
ӹ Climate Change<br />
ӹ Migration, Mobility and Employment<br />
ӹ Science, In<strong>for</strong>mation Society and Space<br />
The next <strong>Africa</strong>-EU Summit will take place in 2010 and<br />
one <strong>of</strong> the main objectives with EU relations with <strong>Africa</strong><br />
is to promote the attainment <strong>of</strong> the MDGs.<br />
Toward the achievement <strong>of</strong> the aims <strong>of</strong> the partnership, the<br />
EU has designated several existing financial instruments<br />
to support the <strong>Africa</strong>-EU Partnership, including:<br />
ӹ The European Development Fund<br />
ӹ The EU Infrastructure Fund <strong>for</strong> <strong>Africa</strong><br />
ӹ The European Neighbourhood Policy<br />
ӹ The Development Cooperation Instruments<br />
ӹ The European Instrument <strong>for</strong> Democracy and Human<br />
Rights<br />
ӹ The EU’s Common Foreign and Security policy Budget<br />
ӹ The <strong>Africa</strong>n Peace Facility<br />
ӹ The AU Peace Fund<br />
In particular, the new European Infrastructure Trust Fund<br />
<strong>for</strong> <strong>Africa</strong> is an innovative financing mechanism <strong>of</strong> the EU-<br />
<strong>Africa</strong> Partnership on Infrastructure as it brings together<br />
the European commission, member states, the European<br />
Investment Bank (EIB) and the European Development<br />
Financial Institutions to pool their collective ef<strong>for</strong>ts and<br />
resources to directly co-finance relevant projects. The<br />
Trust Fund also provides grants that will attract and leverage<br />
additional funds from other donors and the private<br />
sector. The grants cover: interest rate subsidies, technical<br />
assistance, project support and insurance premiums. The<br />
87 million Euro facility may grow by an additional 250<br />
million Euros based upon current discussions with the<br />
EIB and other donors.<br />
The European Union has also become a major supporter<br />
<strong>of</strong> the “Aid <strong>for</strong> Trade” initiative which was launched<br />
in 2005 by the World Trade Organisation. The Aid For<br />
Trade initiative promotes the provision <strong>of</strong> assistance by<br />
the international community to developing countries that<br />
need to address supply side constraints and to cope with<br />
transitional adjustment costs related to trade liberalization.<br />
Specific areas <strong>of</strong> assistance include: trade policy and<br />
regulation development and re<strong>for</strong>m, trade development<br />
support, trade related infrastructure, capacity development,<br />
and trade related government budget adjustment.<br />
The EU committed 2.73 billion Euros to <strong>Africa</strong> in 2007<br />
in support <strong>of</strong> Aid <strong>for</strong> Trade programmes, particularly<br />
regional integration supporting initiatives. Furthermore,<br />
the European Development Fund allocated 645 million<br />
Euros to the EAC-COMESA-SADC jointly coordinated<br />
North-South Corridor programme which was launched<br />
in Lusaka, Zambia in April 2009 27 .<br />
The EU has also established a 55 million Euro institutional<br />
capacity building initiative <strong>for</strong> the EU and <strong>Africa</strong>n Union<br />
and launched the ACP-EU Water Facility <strong>of</strong> 500 million<br />
Euros in support <strong>of</strong> the Millennium Development Goal<br />
number 10 which focuses on access to clean water and sanitation.<br />
The specific objectives <strong>of</strong> the Facility are to support:<br />
27 AU/<strong>NEPAD</strong> <strong>Africa</strong>n Action Plan 2010-2015: Advancing Regional and<br />
Continental Integration in <strong>Africa</strong>, Strategic Overview, Oct. 16, 2009, p. 16
ӹ Improved governance in water and sanitation and<br />
the management <strong>of</strong> water resources at regional/transboundary,<br />
national and local levels; and<br />
ӹ Increased access to safe, af<strong>for</strong>dable and sustainable<br />
water and sanitation services <strong>for</strong> the rural and urban<br />
poor, through the provision <strong>of</strong> catalytic funding <strong>for</strong><br />
infrastructure and services.<br />
The majority <strong>of</strong> this resource is focused on supporting<br />
<strong>Africa</strong>.<br />
Furthermore, to support the private sector, the EU has<br />
also established ProInvest, which is an EU-ACP partnership<br />
programme developed and undertaken by the<br />
European <strong>Commission</strong> on behalf <strong>of</strong> the ACP countries.<br />
Its implementation has been entrusted to an autonomous<br />
Management Unit within the Centre <strong>for</strong> the Development<br />
<strong>of</strong> Enterprise (CDE) under the supervision <strong>of</strong> EuropeAid,<br />
the Co-operation <strong>of</strong>fice <strong>of</strong> the European <strong>Commission</strong>.<br />
ASIAN Support – AASROC and NAASP<br />
The bilateral momentum <strong>of</strong> the various initiatives driven<br />
by Japan, China and India, and lesser chronicled <strong>Africa</strong><br />
focused initiatives by Korea, Malaysia and Indonesia,<br />
and the emergence <strong>of</strong> <strong>NEPAD</strong> as the principle point <strong>of</strong><br />
engagement <strong>for</strong> <strong>Africa</strong>’s partners, helped pave the way<br />
<strong>for</strong> the first Asian-<strong>Africa</strong>n Sub-Regional Organizations<br />
Conference (AASROC) which was held in July 2003 in<br />
Bandung, Indonesia.<br />
The exact genesis <strong>of</strong> the meeting was an inspiration developed<br />
at the 8 th convening <strong>of</strong> the annual Association <strong>of</strong><br />
South East Asian Nations’ Summit in November 2002.<br />
Co-chaired by the Republic <strong>of</strong> Indonesia and the Republic<br />
<strong>of</strong> South <strong>Africa</strong>, the conference’s organizers stated that<br />
the initiative emanated from a mutual need and interest<br />
to build a bridge <strong>of</strong> cooperation across the Indian Ocean<br />
to establish stronger links between Asia and <strong>Africa</strong> and to<br />
establish a dynamic and strategic partnership.<br />
The operation <strong>of</strong> such a partnership would help fulfil the<br />
vision <strong>of</strong> “the first generation <strong>of</strong> leaders <strong>of</strong> Asia and <strong>Africa</strong><br />
who met in Bandung in 1955 and gave voice to the aspirations<br />
<strong>of</strong> their peoples <strong>for</strong> freedom and equitable prosperity<br />
<strong>for</strong> all”. The conference organizers further believed<br />
that the best way to realize such a partnership would be<br />
through the <strong>for</strong>mat <strong>of</strong> a dialogue and cooperation among<br />
3. Public Sector Support <strong>for</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Pro-invest’s objective is to promote investment and technology<br />
flows to enterprises operating within key sectors in<br />
ACP countries. This will be achieved through the provision<br />
<strong>of</strong> support to intermediary organisations and pr<strong>of</strong>essional<br />
associations and through the development <strong>of</strong> north-south<br />
and south-south inter-enterprise partnerships. To date,<br />
Pro-invest has been a key supporter <strong>of</strong> the SADC Business<br />
Forum and the COMESA Business Council.<br />
With a total budget <strong>of</strong> €110 million over 7 years,<br />
PRO€INVEST was financed under the 8th European Development<br />
Fund (EDF). The programme was launched in<br />
2002 and renewed until 2011. 28<br />
28 The Contribution <strong>of</strong> the Private Sector to the Implementation <strong>of</strong><br />
the New Partnerships <strong>for</strong> <strong>Africa</strong>’s Development, UN OSSA, October<br />
2006, p. 37<br />
the sub-regional organizations <strong>of</strong> the two continents as<br />
represented by their governing bodies.<br />
The rationale <strong>for</strong> this <strong>for</strong>mat was based on the fact that the<br />
sub-regional organizations have already established effective<br />
cooperation among their member countries and at least<br />
some <strong>of</strong> them are already reaching out to establish linkages<br />
with each other. They have identified the problems confronting<br />
their regions and have begun developing possible<br />
solutions. The conveners and delegates <strong>of</strong> AASROC 2003<br />
further believed that by uniting in a partnership <strong>for</strong> peace<br />
and progress through their sub-regional organizations,<br />
the nations <strong>of</strong> Asia and <strong>Africa</strong> could produce enormous<br />
synergy and contribute greatly to the making <strong>of</strong> a better<br />
world. By resorting to this <strong>for</strong>mat, the establishment <strong>of</strong><br />
the partnership would be manageable while maximum<br />
substantive weight would be ensured.<br />
The co-sponsors <strong>of</strong> the conference, Indonesia and South<br />
<strong>Africa</strong>, also agreed that he participants would concentrate<br />
on developing modalities <strong>for</strong> future enhanced cooperation.<br />
After intensive recruitment by South <strong>Africa</strong> and Indonesia<br />
within the sub-regional organizations <strong>of</strong> the two continents,<br />
14 <strong>of</strong> them agreed to attend the 2003 conference.<br />
These included: the Association <strong>of</strong> Southeast Asian Nations<br />
(ASEAN), the Arab Maghreb Union (AMU), the Common<br />
25
26 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Market <strong>for</strong> Eastern and Southern <strong>Africa</strong> (COMESA), the<br />
Community <strong>of</strong> Sahel and Saharan States (CEN-SAD), the<br />
East <strong>Africa</strong>n Community (EAC), the <strong>Economic</strong> Cooperation<br />
Organization (ECO), the Gulf Cooperation Council<br />
(GCC), the Intergovernmental Authority on Development<br />
(IGAD), the South Asian Association <strong>for</strong> Regional Cooperation<br />
(SAARC), the Southern <strong>Africa</strong>n Development<br />
Community (SADC), and West <strong>Africa</strong>n <strong>Economic</strong> and<br />
Monetary Union (WAEMU).<br />
In addition to inviting organizations from the host regions,<br />
invitations were extended to each region’s most important<br />
developed country partners, selected other relevant international<br />
institutions and representatives <strong>of</strong> the organizing<br />
countries <strong>of</strong> the original Bandung Asian-<strong>Africa</strong>n<br />
Conference <strong>of</strong> 1955. Thus, among the parties that joined<br />
the AASROC discussions as full participants, special participants,<br />
or observers, were representatives <strong>of</strong> Myanmar,<br />
China, and India; the <strong>Africa</strong>n Union; the Arab League;<br />
the G-77; the Secretariat <strong>of</strong> <strong>NEPAD</strong>, the Non-aligned<br />
Movement; the Secretariat-General <strong>of</strong> the United Nations<br />
and the relevant United Nations Bodies, namely the ES-<br />
CAP, the United Nations Development Programme, the<br />
United Nations Conference on Trade and Development,<br />
the United Nations Industrial Development Organization,<br />
the UN Office <strong>of</strong> the Special Coordinator <strong>for</strong> <strong>Africa</strong> and<br />
the Least Developed Countries (UN-OSCAL), the World<br />
Bank, and the International Monetary Fund (IMF); the<br />
Islamic Development Bank (ISDB); the Asian Development<br />
Bank (ADB), the <strong>Africa</strong>n Development Bank; the Global<br />
Coalition <strong>for</strong> <strong>Africa</strong>; the European Union; and the Pacific<br />
Islands Forum (PIF) Secretariat.<br />
Furthermore, key donor countries that were represented at<br />
the Conference included: the United States <strong>of</strong> America, the<br />
People’s Republic <strong>of</strong> China, Japan, the Republic <strong>of</strong> Korea,<br />
the Russian Federation, the Federal Republic <strong>of</strong> Germany,<br />
the United Kingdom, France, the Kingdom <strong>of</strong> Saudi Arabia,<br />
Canada, and Switzerland. Overall, from July 29-30, 2003<br />
delegates from 22 sub-regional international organizations<br />
representing 36 countries gathered in Bandung, Indonesia<br />
<strong>for</strong> the inaugural ASSROC meeting.<br />
As an inaugural gathering the conference discussion focused<br />
in large part on stock-taking: 1) <strong>of</strong> the current global<br />
environment; 2) <strong>of</strong> the status <strong>of</strong> Asia-<strong>Africa</strong> linkages and<br />
recent initiatives that have been undertaken to improve<br />
them – noting TICAD, the Sino-<strong>Africa</strong> process and India-<br />
<strong>Africa</strong> Fund to support <strong>NEPAD</strong>; 3) <strong>of</strong> the need to accelerate<br />
activities in both regions toward the achievement <strong>of</strong> the<br />
Millennium Development Goals; 4) <strong>of</strong> prospective areas<br />
<strong>of</strong> collaboration which could be pursued after the <strong>for</strong>um<br />
(including focus on areas such as health, education and<br />
training, in<strong>for</strong>mation and communications technologies,<br />
agriculture, infrastructure development, transportation,<br />
trade, finance, good governance, civil society, private sector<br />
development, peace and security, and conflict resolution);<br />
and 5) <strong>of</strong> what principles should underpin a “New Strategic<br />
Partnership” between Asia and <strong>Africa</strong>.<br />
From August 19-20, 2004, the second meeting <strong>of</strong> AASROC,<br />
“AASROC II”, was held in Durban, South <strong>Africa</strong> to provide<br />
a <strong>for</strong>um <strong>for</strong> reporting on the many deliberations which<br />
took place in Bandung. The hallmark <strong>of</strong> the AASROC<br />
initiatives were reiterated and included:<br />
ӹ A commitment to follow a gradual and orderly process;<br />
ӹ A focus on the attainment <strong>of</strong> practical results;<br />
ӹ A commitment to activity and policy <strong>of</strong> mutual benefit;<br />
and<br />
ӹ A commitment to seeking win-win results <strong>for</strong> all.<br />
Observing that plans were already underway to have an<br />
unveiling <strong>of</strong> the Asian – <strong>Africa</strong>n New Strategic Partnership<br />
at a planned commemorative Golden Jubilee <strong>of</strong> the<br />
inaugural Asian-<strong>Africa</strong>n Conference <strong>of</strong> 1955 in Indonesia<br />
in 2005, the delegates agreed to abide by the abovementioned<br />
principles to:<br />
ӹ Guide the institutional building <strong>of</strong> AASROC and the<br />
establishment <strong>of</strong> the New Strategic Partnership in the<br />
spirit <strong>of</strong> “solidarity, equality and cooperation” advocated<br />
in the first “Bandung Conference”;<br />
ӹ Respect diversity among civilizations and the right <strong>of</strong><br />
all countries to choose their own roads to development<br />
independently, and to jointly promote multilateralism<br />
and more democratized international relations;<br />
ӹ Increase exchanges and mutual learning in order to<br />
share each other’s development experience and achievements<br />
and promote all-directional cooperation, with a<br />
special emphasis on incorporating existing cooperation<br />
between countries and regional organizations as key ingredients<br />
<strong>of</strong> the Asian-<strong>Africa</strong>n cooperation framework;<br />
ӹ Expand exchanges at various levels to enhance mutual<br />
understanding and friendship between Asian and <strong>Africa</strong>n<br />
peoples;<br />
ӹ Strengthen consultation and coordination in regional<br />
and international affairs to jointly safeguard the
legitimate rights and interests <strong>of</strong> the developing countries;<br />
and<br />
ӹ Open dialogue with the rest <strong>of</strong> the world to learn from<br />
and draw upon advanced achievements <strong>of</strong> the presentday<br />
civilizations, while vigorously promoting South-<br />
South and North-South dialogue with countries in other<br />
regions <strong>of</strong> the world in pursuit <strong>of</strong> common development<br />
and in an ef<strong>for</strong>t to benefit from the opportunities presented<br />
by globalization.<br />
Following the 2004 AASROC Summit in Durban, the 2005<br />
Asian-<strong>Africa</strong>n Summit was held in Jakarta from the 21-23<br />
April, 2005 with the aim that the Summit would further<br />
enable the two regions to build a solid resilient framework<br />
<strong>for</strong> inter-regional dialogue and cooperation. Out <strong>of</strong> this<br />
summit the members <strong>of</strong> the AASROC launched the “New<br />
Asian-<strong>Africa</strong>n Strategic Partnership (NAASP)”.<br />
Delegates recognized <strong>NEPAD</strong> as “the <strong>Africa</strong>n Union’s<br />
programme <strong>for</strong> poverty reduction, socio-economic development<br />
and growth” and pledged support <strong>for</strong> its implementation.<br />
While also acknowledging the momentum <strong>of</strong> the<br />
more bilateral initiatives <strong>of</strong> TICAD, FOCAC, India-<strong>Africa</strong><br />
Cooperation, the Brunei – Dar es Salaam Non-aligned<br />
Movement <strong>for</strong> South -South Cooperation, the Vietnam-<br />
<strong>Africa</strong> Business Forum, the Korea-<strong>Africa</strong> Forum, the Smart<br />
Partnership Initiative, and the Langkawi International<br />
Dialogue, the delegates also stressed the importance <strong>of</strong><br />
streamlining and aligning existing initiatives <strong>for</strong> coherence<br />
and maximum benefit to avoid duplication.<br />
Bilateral Support<br />
In addition to the support that exists <strong>for</strong> <strong>NEPAD</strong> from the<br />
multilateral community, a number <strong>of</strong> individual countries<br />
have been strong bilateral supporters <strong>of</strong> the initiative.<br />
While, not meant to be an exhaustive rendering, an<br />
Canada<br />
Canada is a major aid contributor to <strong>Africa</strong> through its<br />
national <strong>for</strong>eign assistance agency, the Canadian International<br />
Development Agency (CIDA). A member <strong>of</strong> the<br />
G8 and an early supporter <strong>of</strong> <strong>NEPAD</strong>, Canada allocated<br />
roughly US$6 billion in ODA <strong>for</strong> <strong>Africa</strong> <strong>for</strong> the period<br />
2002 – 2008 and in 2008 raised its annual aid budget to<br />
<strong>Africa</strong> to US$2.1 billion.<br />
3. Public Sector Support <strong>for</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Toward this end, NAASP was developed around three<br />
broad areas <strong>of</strong> partnership: 1) political solidarity, 2)<br />
economic cooperation, and 3) socio-cultural relations.<br />
Furthermore, NAASP was to focus on practical cooperation<br />
between the two continents in areas such as: trade,<br />
industry, investment, finance, tourism, in<strong>for</strong>mation and<br />
communication technology, energy, health, transportation,<br />
agriculture, water resources and fisheries.<br />
Institutionally, NAASP would convene a Summit <strong>of</strong> Heads<br />
<strong>of</strong> State/ Government every four years, a Ministerial Meeting<br />
<strong>of</strong> Foreign Ministers every two years and Sectoral<br />
Ministerial and other Technical Meetings when deemed<br />
necessary. A Business Summit in conjunction with the<br />
Summit <strong>of</strong> Heads <strong>of</strong> State/ Government would also be<br />
held every fours years. 29<br />
In September 2006, South <strong>Africa</strong> and Indonesia co-chaired<br />
the first NAASP Senior Officials Meeting in Durban, South<br />
<strong>Africa</strong>, and in October 2009 a Senior Officials Meeting<br />
<strong>of</strong> NAASP was held in Jakarta, Indonesia with the key<br />
agenda item being the organization’s first Summit which<br />
is to be held in 2010 30 .<br />
29 Declaration on the New Asian-<strong>Africa</strong>n Strategic Partnership,<br />
Bandung Indonesia, April 2005<br />
30 Indonesia Hosts Asian-<strong>Africa</strong>n Senior Official Meeting, October 12,<br />
2009 – www.news.xinhuanet.com<br />
assessment <strong>of</strong> some <strong>of</strong> the initiatives <strong>of</strong> these countries<br />
is illustrative <strong>of</strong> the growth in support that exists <strong>for</strong> the<br />
<strong>NEPAD</strong> programme.<br />
While a number <strong>of</strong> CIDA funded initiatives aid the<br />
principles <strong>of</strong> <strong>NEPAD</strong> (such as the CIDA funded SADC<br />
Public-Private Partnership development project 31 ), in<br />
2002 Canada launched the US$500 million Canada Fund<br />
<strong>for</strong> <strong>Africa</strong> to support <strong>NEPAD</strong> and the G8 Action Plan.<br />
Four years later, Canada further stepped up and invested<br />
31 www.sadcbanking.orwg<br />
27
28 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
US$10million (Denmark contributed US$500,000) to help<br />
launch the <strong>NEPAD</strong> Infrastructure Project Preparation<br />
Facility in 2006.<br />
To help train <strong>Africa</strong>n trade negotiators and support market<br />
access development initiatives, Canada also committed<br />
US$5 million to develop the <strong>Africa</strong> Trade Policy Centre<br />
based at UNECA in Addis Ababa, Ethiopia. In further support<br />
<strong>of</strong> public sector capacity building, CIDA committed<br />
US$28 million to a multi-donor trust fund managed by<br />
the World Bank to support the Zimbabwe based <strong>Africa</strong>n<br />
Capacity Building Foundation (ACBF). ACBF works with<br />
state and non-state actors throughout sub-Saharan <strong>Africa</strong><br />
and provides funding and technical assistance in support<br />
<strong>of</strong> capacity building initiatives in six areas: (1) economic<br />
Spain<br />
Spain, like Canada, is involved in a number <strong>of</strong> overseas<br />
development assistance initiatives in <strong>Africa</strong> and has worked<br />
closely with the UN’s International Organization <strong>for</strong> Migration<br />
on issues related to “<strong>Africa</strong> – EU” migration issues<br />
33 . One <strong>of</strong> the more dynamic contributions made to<br />
date to <strong>NEPAD</strong> has been Spain’s 5 year 50 million Euro<br />
contribution to the <strong>NEPAD</strong> Secretariat toward the estab-<br />
33 http://europafrica.net/2009/05/15/africa-eu-partnership-on-<br />
migration-mobility-and-employment<br />
United Kingdom<br />
The United Kingdom’s (UK) Department <strong>for</strong> International<br />
Development (DfID) is also a major bilateral donor across<br />
<strong>Africa</strong>, but over the past ten years, the UK has also been a<br />
specific supporter <strong>of</strong> <strong>NEPAD</strong> and the partnership agenda.<br />
On the policy front, in 2004, then UK Prime Minister<br />
Tony Blair established the <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong> with the<br />
intent <strong>of</strong> making 2005 a pivotal year <strong>for</strong> <strong>Africa</strong> as it also<br />
marked the year that the UK hosted the Chairmanship <strong>of</strong><br />
the G8 and the European Union. Blair’s aim was <strong>for</strong> <strong>Africa</strong><br />
to be placed high on both agendas. Furthermore, as 2005<br />
marked a decade be<strong>for</strong>e the MDGs were to be achieved,<br />
it was intended that this would be a good time to review<br />
progress to that point. Lastly, the aim <strong>of</strong> the <strong>Commission</strong><br />
<strong>for</strong> <strong>Africa</strong> was to develop further support <strong>for</strong> the G8 <strong>Africa</strong><br />
Action plan. The <strong>Commission</strong> focused its research in the<br />
following areas: 1) Governance, Peace and Security; 2)<br />
Human Development, Culture and Inclusion; and 3) Opportunity<br />
and Growth, Aid and Debt Relief.<br />
policy analysis and management; (2) financial management<br />
and accountability; (3) public administration and<br />
management; (4) national statistics and statistical systems;<br />
(5) national parliaments and parliamentary institutions,<br />
including the Pan-<strong>Africa</strong>n Parliament; and, (6) pr<strong>of</strong>essionalization<br />
<strong>of</strong> the voices <strong>of</strong> civil society and the private sector.<br />
Most recently, in support <strong>of</strong> <strong>NEPAD</strong>’s governance<br />
programme, Canada also made a contribution <strong>of</strong><br />
US$5 million to the APRM Trust Fund (2007-2009) 32 .<br />
32 Oct. 15 2008 Statement by Amb. John McNee Ambassador and<br />
Permanent Representative <strong>of</strong> Canada to the United Nations to the 63 rd<br />
Session <strong>of</strong> the General Assembly on the New Partnership <strong>for</strong> <strong>Africa</strong>’s<br />
Development (www.canadainternational.gc.ca)<br />
lishment <strong>of</strong> the <strong>NEPAD</strong> Spanish Fund <strong>for</strong> <strong>Africa</strong>n Women<br />
Empowerment. Through the initiative Spain will allocate<br />
10 million Euros annually to be disbursed as grants via<br />
the <strong>NEPAD</strong> Secretariat to support projects related to the<br />
empowerment <strong>of</strong> women in <strong>Africa</strong>, including institutional<br />
strengthening, civil society empowerment, and enterprise<br />
development. 34<br />
34 http://www.nepad.org/priority/lang/en/branche_id/115<br />
The <strong>Commission</strong> and its 2005 report had a significant<br />
impact upon public debate in the UK, and to some extent<br />
elsewhere, on how development in <strong>Africa</strong> might be accelerated.<br />
At the G8 Summit <strong>of</strong> world leaders in Gleneagles,<br />
Scotland that year, the report was seen as a blueprint <strong>for</strong><br />
action by the G8. The Gleneagles summit pledged what the<br />
<strong>Commission</strong> report had asked <strong>for</strong> in terms <strong>of</strong> a doubling<br />
<strong>of</strong> aid and significant extensions <strong>of</strong> multilateral debt relief.<br />
However, it failed to deliver what the <strong>Commission</strong> had<br />
demanded on trade – including an end to agricultural<br />
export subsidies by rich nations and end to ‘reciprocity’<br />
in world trade negotiations.<br />
The G8 Summit participants did, however, promise to<br />
implement 50 <strong>of</strong> the <strong>Commission</strong>’s 90 recommendations<br />
including: provision <strong>of</strong> US$36 billion <strong>of</strong> debt relief through<br />
100% debt cancellation <strong>for</strong> 19 countries; the launch <strong>of</strong> the<br />
UN Central Emergency Response Fund (CERF); doubling
previous levels <strong>of</strong> aid <strong>for</strong> basic education, to remove school<br />
fees, and to scale up ef<strong>for</strong>ts to boost girls’ participation<br />
and female literacy; <strong>for</strong> two million additional <strong>Africa</strong>ns to<br />
receive antiretroviral treatment <strong>for</strong> HIV/AIDS; increased<br />
immunization programmes which have stopped the transmission<br />
<strong>of</strong> polio everywhere except Nigeria; training 20,000<br />
more <strong>Africa</strong>n peacekeepers; tightening controls on trade in<br />
small arms; working more closely with the <strong>Africa</strong>n Union<br />
and the New Partnership <strong>for</strong> <strong>Africa</strong>’s Development programme,<br />
in particular to support ef<strong>for</strong>ts to make <strong>Africa</strong>n<br />
governments more accountable to their people; pressing<br />
rich nations to ratify the UN Convention on Corruption;<br />
putting in place measures to return to the legitimate owners<br />
cash stashed in Western banks by <strong>Africa</strong>n dictators who<br />
have looted national treasury c<strong>of</strong>fers; and using export<br />
credits to clamp down on Western companies who pay<br />
bribes 35 .<br />
In April 2007, the <strong>Africa</strong> Progress Panel (APP) was launched<br />
as an independent authority on <strong>Africa</strong> to focus world leaders’<br />
attention to delivering the Gleaneagles commitments<br />
to the continent. The Panel, chaired by K<strong>of</strong>i Annan, also<br />
features <strong>for</strong>mer <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong> members, Tony<br />
Blair, Michel Camdessus, Tidjane Thiam and Bob Geld<strong>of</strong>.<br />
It derived its origins from the <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong> and,<br />
following in the steps <strong>of</strong> the <strong>Commission</strong>, launched a major<br />
report in London on Monday 16 June 2008 entitled <strong>Africa</strong>’s<br />
Development: Promises and Prospects. 36<br />
Two other areas where the UK has played a strong role in<br />
support <strong>of</strong> <strong>NEPAD</strong> have been in support <strong>of</strong> private capital<br />
flows to <strong>Africa</strong> and agricultural development in <strong>Africa</strong>.<br />
With the UK’s Commonwealth Business Council, <strong>NEPAD</strong><br />
has developed an alliance to support <strong>Africa</strong> Recruit, a<br />
placement service working to support <strong>Africa</strong>n Diasporans<br />
in Europe and North America in their ef<strong>for</strong>ts to find and<br />
secure job opportunities on the continent.<br />
Furthermore, the UK has been a lead supporter <strong>of</strong> the<br />
Investment Climate Facility (ICF) which was established<br />
in 2005 and is based in Tanzania. The UK pledged US$30<br />
million to the ICF over a three year period to launch the<br />
organisation’s activities. With public and private financial<br />
contribution and support, the aim <strong>of</strong> the Investment Climate<br />
Facility is to work with receptive <strong>Africa</strong>n governments<br />
35 http://en.wikipedia.org/wiki/<strong>Commission</strong>_<strong>for</strong>_<strong>Africa</strong><br />
36 www.africaprogresspanel.org<br />
3. Public Sector Support <strong>for</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
to make the continent an even better place to do business,<br />
systematically focusing on areas where practical steps can<br />
be taken to remove identified constraints and problems.<br />
The ICF’s three objectives are to: 1) build the environment<br />
<strong>for</strong> investment climate improvement by encouraging, developing<br />
and working with coalitions to drive through<br />
change, and by supporting dialogue between businesses<br />
and governments, 2) get the investment climate right by<br />
working in partnership with governments to create a legal,<br />
regulatory and administrative environment that enables<br />
businesses <strong>of</strong> all sizes and at all levels to grow, invest and<br />
create jobs, and 3) encourage business to respond by improving<br />
<strong>Africa</strong>’s image as an investment destination by<br />
publicizing improvements in the investment climate <strong>of</strong> the<br />
continent. The eight priority areas that the ICF focuses on<br />
toward improving the <strong>Africa</strong>n investment climate, include<br />
the following: 1) property rights and contract en<strong>for</strong>cement;<br />
2) business registration and licensing, 3) taxation and<br />
customs, 4) financial markets, 5) infrastructure facilitation,<br />
6) labour markets, 7) competition, and 8) corruption<br />
and crime 37 .<br />
Other public sector supporters <strong>of</strong> the ICF include: Germany,<br />
Ireland, Netherlands, Norway, South <strong>Africa</strong>, the <strong>Africa</strong><br />
Development Bank, and the World Bank’s International<br />
Finance Corporation. In addition, nine corporations are<br />
also supporting the ICF: Anglo American, Standard Bank,<br />
Micros<strong>of</strong>t, SAB Miller, SASOL, ZAIN, Unilever, Coca Cola<br />
and the Shell Foundation.<br />
The third private sector focused initiative that the UK<br />
has significantly supported is the corporate governance<br />
focused network “Business Action <strong>for</strong> <strong>Africa</strong> (BAA)”. Also<br />
established in the shadow <strong>of</strong> the Gleneagles G8 meeting,<br />
the organization was specifically launched at the G8<br />
Business Action <strong>for</strong> <strong>Africa</strong> Summit, held on the 4th and<br />
5 th <strong>of</strong> July 2005.<br />
The businesses involved were those that had been closely<br />
involved with the <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong> (CfA) – as part<br />
<strong>of</strong> the CfA “Business Contact Group. The focus <strong>of</strong> these<br />
founders was on two things: 1) the need to maintain the<br />
momentum on <strong>Africa</strong> within the business and policy<br />
communities, and 2) the need to move from discussion<br />
and promises to action.<br />
37 www.icfafrica.org<br />
29
30 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Initially, the BAA was launched with the support <strong>of</strong> six<br />
corporate sponsors who were part <strong>of</strong> the “Oversight Group”<br />
(the decision making body <strong>of</strong> BAA): Anglo American, De<br />
Beers, GlaxoSmithKline, Royal Dutch Shell, SABMiller<br />
and Unilever. The Prince <strong>of</strong> Wales International Business<br />
Leaders Forum (IBLF) was and continues to be the largest<br />
sponsor <strong>of</strong> BAA – providing in-kind support in the <strong>for</strong>m<br />
<strong>of</strong> staff time and the use <strong>of</strong> their <strong>of</strong>fice facilities. IBLF also<br />
has a seat on the Oversight Group.<br />
The UK Government was a sponsor from BAA’s inception,<br />
providing financial support from DfID and in-kind staff<br />
support from the Joint International Unit <strong>of</strong> the Department<br />
<strong>for</strong> Work and Pensions (DWP) and from the Department<br />
<strong>for</strong> Education and Skills (DfES). These departments<br />
were also represented on the Oversight Group.<br />
To date, over 150 business, business organizations, multilateral<br />
and bilateral donors, government departments,<br />
NGOs and academics have joined this ef<strong>for</strong>t. 80% are<br />
from the business sector – from small businesses to large<br />
multinational corporations, from national chambers <strong>of</strong><br />
commerce to international business organisations. The<br />
current sponsors and Oversight Group members <strong>of</strong> BAA<br />
are: Anglo American, British American Tobacco, Coca-<br />
Cola <strong>Africa</strong>, De Beers, DFID, Diageo, IBLF, Merck & Co,<br />
Pfizer, Royal Dutch Shell, SABMiller, Unilever and Visa<br />
The three focus areas <strong>of</strong> the organisation are: to positively<br />
influence policies needed <strong>for</strong> growth and poverty reduction,<br />
to promote a more balanced view <strong>of</strong> <strong>Africa</strong>, and to<br />
develop and showcase good business practice.<br />
The last major initiative to come out <strong>of</strong> the 2005 G8 Summit<br />
was the creation <strong>of</strong> the Infrastructure Consortium <strong>for</strong><br />
<strong>Africa</strong> (ICA). The inaugural meeting <strong>of</strong> ICA took place in<br />
London in October 2005 and was attended by a number<br />
<strong>of</strong> multilateral and bilateral aid donors and leading <strong>Africa</strong>n<br />
organisations involved in <strong>Africa</strong>n infrastructure<br />
development 38 .<br />
38 www.icafrica.org<br />
France<br />
France is another G8 member that has an extensive <strong>for</strong>eign<br />
donor presence in <strong>Africa</strong>. In fact in 2008, after the U.S.,<br />
Germany and Great Britain, France was the fourth largest<br />
development aid donor in the world.<br />
The ICA’s role is to help improve the lives and economic<br />
well-being <strong>of</strong> <strong>Africa</strong>’s people by encouraging, supporting<br />
and promoting increased investment in infrastructure in<br />
<strong>Africa</strong>, from both public and private sources. The ICA acts<br />
as a catalyst – enhancing, accelerating and precipitating the<br />
development <strong>of</strong> <strong>Africa</strong>’s infrastructure. The ICA’s sectoral<br />
work covers water, energy, transport and ICT.<br />
The ICA also works to help remove some <strong>of</strong> the technical<br />
and policy challenges and barriers to building more infrastructure<br />
on the continent and the organization strives<br />
to better co-ordinate the activities <strong>of</strong> its members and<br />
to leverage other significant sources <strong>of</strong> infrastructure<br />
finance, such as those provided by Chinese, Indian and<br />
Arab partners.<br />
The ICA is not a financing agency but it acts as a plat<strong>for</strong>m<br />
to catalyze donor and private sector financing <strong>of</strong> infrastructure<br />
projects and progammes in <strong>Africa</strong>.<br />
Current ICA members include the G8 countries, the World<br />
Bank Group, the <strong>Africa</strong>n Development Bank Group, European<br />
<strong>Commission</strong>, European Investment Bank and the<br />
Development Bank <strong>of</strong> Southern <strong>Africa</strong>.<br />
The ICA is supported by a small secretariat, which is hosted<br />
by the <strong>Africa</strong>n Development Bank in Tunis, Tunisia. The<br />
secretariat is funded by voluntary contributions from some<br />
ICA members and is staffed by a combination <strong>of</strong> permanent<br />
staff from the <strong>Africa</strong>n Development Bank and experts who<br />
have been seconded by various ICA member countries.<br />
Lastly, in support <strong>of</strong> the development <strong>of</strong> <strong>Africa</strong>’s agricultural<br />
capacity and food security, the UK has been a major<br />
supporter <strong>of</strong> both the Alliance <strong>for</strong> a Green Revolution in<br />
<strong>Africa</strong> (AGRA) 39 and the Comprehensive <strong>Africa</strong> Agriculture<br />
Development Programme (CAADP) 40 .<br />
39 www.agra-alliance.org<br />
40 www.nepad-caadp.net<br />
In support <strong>of</strong> regional infrastructure development and the<br />
<strong>NEPAD</strong> infrastructure programme specifically, Agence<br />
Francaise de Developpement (AFD) partnered with the<br />
Development Bank <strong>of</strong> South <strong>Africa</strong> in 2004 and established
a technical and project preparation grant assistance programme,<br />
the “Project Preparation Facility”, that can allocate<br />
up to US$300,000 <strong>for</strong> project assessment studies. 41<br />
Regional projects that have received support through this<br />
initiative include the East <strong>Africa</strong> Submarine Cable Project,<br />
the Zambia-Tanzania-Kenya Inter-connector, and the<br />
Walvis Bay Port development study.<br />
41 The Contribution <strong>of</strong> the Private Sector to the Implementation <strong>of</strong> the<br />
New Partnerships <strong>for</strong> <strong>Africa</strong>’s Development, OSSA, October 2006, p. 34<br />
Japan<br />
Japan, the world’s third largest economy, established the<br />
Tokyo International Conference on <strong>Africa</strong>n Development 42<br />
in the 1990s to raise the pr<strong>of</strong>ile <strong>of</strong> the development needs<br />
<strong>of</strong> <strong>Africa</strong> and to identify solutions and mobilize resources<br />
<strong>for</strong> the continent’s economic growth. TICAD has become a<br />
major global framework <strong>for</strong> Asia and <strong>Africa</strong> to collaborate<br />
in promoting <strong>Africa</strong>’s development.<br />
The first Tokyo Conference was held in 1993 and ushered in<br />
a continuing process <strong>of</strong> support <strong>for</strong> <strong>Africa</strong> and consensusbuilding<br />
around <strong>Africa</strong>n development priorities. That<br />
process was bolstered with a second Tokyo conference in<br />
1998. The third Tokyo Conference (TICAD III) was held in<br />
2003 and marked TICAD’s tenth anniversary. The fourth<br />
convening <strong>of</strong> TICAD was held in May 2008 just ahead <strong>of</strong><br />
Japan’s hosting <strong>of</strong> the G8 Summit the following July.<br />
The tenth anniversary session in 2003 was aimed at ensuring<br />
that regional priorities were fully addressed in<br />
harmony with the approach <strong>of</strong> <strong>Africa</strong>’s then new plat<strong>for</strong>m<br />
<strong>for</strong> recovery — the New Partnership <strong>for</strong> <strong>Africa</strong>’s Development<br />
(<strong>NEPAD</strong>).<br />
TICAD’s emphasis has also been placed upon achievement<br />
<strong>of</strong> the Millennium Development Goals, as well as on fostering<br />
opportunities <strong>for</strong> Asian-<strong>Africa</strong>n co-operation, the need<br />
to address damaging conflicts, and the need to consolidate<br />
peace and good governance in <strong>Africa</strong>. TICAD has also<br />
focused on the facilitation <strong>of</strong> the full involvement <strong>of</strong> the<br />
private sector and civil society in the continent’s future.<br />
42 Sudarkasa, M, <strong>Africa</strong>n Business Handbook, <strong>Africa</strong> Business Group,<br />
2007, p. 45<br />
3. Public Sector Support <strong>for</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
In further support <strong>of</strong> <strong>NEPAD</strong>, in 2006, the AFD signed a<br />
grant agreement with the <strong>NEPAD</strong> e-<strong>Africa</strong> <strong>Commission</strong><br />
in Pretoria, South <strong>Africa</strong> through the Development Bank<br />
<strong>of</strong> Southern <strong>Africa</strong> (DBSA), to support <strong>NEPAD</strong>’s In<strong>for</strong>mation<br />
and Communication Technologies (ICT) Broadband<br />
Infrastructure Programme. In the agreement, AFD<br />
pledged to a provide 850,000 Euros to the <strong>NEPAD</strong> e-<strong>Africa</strong><br />
<strong>Commission</strong> to support the development <strong>of</strong> a rationalised<br />
terrestrial broadband ICT network <strong>for</strong> Central, Western<br />
and Northern <strong>Africa</strong>.<br />
TICAD enjoys the support <strong>of</strong> a number co-organizers —<br />
the Government <strong>of</strong> Japan, the United Nations, the United<br />
Nations Development Programme (UNDP), the Global<br />
Coalition <strong>for</strong> <strong>Africa</strong> and the World Bank. Its broad range<br />
<strong>of</strong> stakeholders includes all 53 <strong>Africa</strong>n countries, and <strong>Africa</strong>’s<br />
development partners – including Asian countries,<br />
donor countries, international agencies, and civil society<br />
organizations. In 2003, the TICAD Civil Society Forum<br />
was established to ensure that each TICAD convening<br />
includes the voice <strong>of</strong> civil society.<br />
Significant results have already flowed from the Asian-<br />
<strong>Africa</strong>n co-operation that TICAD has spearheaded. These<br />
include a new variety <strong>of</strong> rice <strong>for</strong> <strong>Africa</strong> (NERICA) and<br />
trans-continental business <strong>for</strong>ums which have generated<br />
substantial commercial prospects<br />
TICAD’s guiding principles <strong>of</strong> <strong>Africa</strong>n ownership and international<br />
partnerships are entrenched in <strong>NEPAD</strong> values<br />
and principles. Both TICAD and <strong>NEPAD</strong> place identical<br />
obligations on <strong>Africa</strong>n countries and its development<br />
partners. The Japanese Government has continuously<br />
reaffirmed its commitment to support <strong>NEPAD</strong> through<br />
the TICAD process. Of the eight <strong>NEPAD</strong> Programme <strong>of</strong><br />
Action areas, Japan has identified the following four as<br />
immediate priority areas:<br />
ӹ Infrastructure<br />
ӹ Agriculture<br />
ӹ Market Access (trade and investment promotion, as<br />
well as private sector development), and<br />
ӹ Human Resources Development<br />
In support <strong>of</strong> <strong>Africa</strong>n private sector development and in response<br />
to the many donor pledges made at the Gleaneagles<br />
31
32 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
2005 G8 Summit in the UK, Japan agreed to spearhead<br />
funding <strong>for</strong> the establishment <strong>of</strong> The Enhanced Private<br />
Sector Assistance (EPSA) Initiative. Drawing on the successful<br />
development experience in Asia and around the<br />
globe, EPSA was conceived in partnership with the Government<br />
<strong>of</strong> Japan as an innovative, multi-component,<br />
multi-donor framework <strong>for</strong> resource mobilization and<br />
development partnership to support implementation <strong>of</strong><br />
the <strong>Africa</strong>n Development Bank’s Strategy <strong>for</strong> Private Sector<br />
Development.<br />
According to the original EPSA announcement and the<br />
pledge by the Japanese Government at the Gleneagles<br />
Summit, during 2006 to 2010, the Japanese International<br />
Cooperation Agency committed to provide a total <strong>of</strong> US$1<br />
billion in concessional loans through a combination <strong>of</strong><br />
direct lending to the AfDB under the EPSA Non-Sovereign<br />
Loan component, facility, and co-financing under the<br />
Accelerated Co-financing <strong>for</strong> <strong>Africa</strong> (ACFA) scheme. In<br />
addition, the government <strong>of</strong> Japan agreed to contribute<br />
grant resources to the Fund <strong>for</strong> <strong>Africa</strong>n Private Sector<br />
Assistance (FAPA), beginning with an initial contribution<br />
<strong>of</strong> US$20 million.<br />
The Non-Sovereign Loan component helps finance the<br />
AfDB’s private sector operations through a line <strong>of</strong> credit<br />
from the Japan International Cooperation Agency (JICA)<br />
to the Bank on concessional terms. The first loan was<br />
signed on 20 February 2007 in the amount <strong>of</strong> JPY 11.5<br />
billion (equivalent to US$100 million). Disbursement <strong>of</strong><br />
the first loan was completed during 2008 and the loan was<br />
closed in October.<br />
At the Tokyo International Conference on <strong>Africa</strong>n Development<br />
(TICAD) end-May 2008, Japan pledged the<br />
“Second Private Sector Assistance Loan Under the Joint<br />
Initiative – Titled EPSA <strong>for</strong> <strong>Africa</strong>” in an amount <strong>of</strong> JPY<br />
32.1 billion (equivalent to US$ 300 million), again on<br />
highly concessional terms. The bilateral Exchange <strong>of</strong> Notes<br />
and Loan Agreement were signed on September 11, 2008,<br />
and a first disbursement <strong>of</strong> JPY 30 billion was drawn immediately<br />
thereafter.<br />
Thus far, the EPSA Non-Sovereign Loans have supported<br />
investment and financing <strong>of</strong> a number <strong>of</strong> regional infrastructure<br />
and financial sector projects as well as clean<br />
energy projects in Uganda and Madagascar and SME/<br />
Micr<strong>of</strong>inance projects in Nigeria and Tanzania.<br />
The Accelerated Co-financing Facility <strong>for</strong> <strong>Africa</strong> provides<br />
joint financing on concessional terms from JICA <strong>for</strong> AfDBled<br />
public investment projects.<br />
Five projects totaling roughly US$170 million in JICA c<strong>of</strong>inancing<br />
have been approved since 2005. Added to the<br />
US$ 100 million First EPSA Non-Sovereign Loan from<br />
2007 and the US$ 300 million Second EPSA Loan signed<br />
in 2008, total commitments have reached US$570 million,<br />
more than half <strong>of</strong> the original US$1 billion pledge to be<br />
achieved between 2006 and 2010.<br />
The Fund <strong>for</strong> <strong>Africa</strong>n Private Sector Assistance provides<br />
grant funding <strong>for</strong> technical assistance and capacity building<br />
<strong>for</strong> the Bank’s public and private sector clients. The<br />
Board approved FAPA on 12 October 2005 and the related<br />
documentation was executed on 24 January 2006.<br />
Japan has committed and disbursed US$20 million to<br />
launch FAPA, initially as a bilateral fund, and has indicated<br />
interest in continued providing support to FAPA as<br />
a multi-donor fund. At the 2008 AfDB Annual meeting in<br />
Maputo, Mozambique, the Board <strong>of</strong> Governors provided a<br />
resounding endorsement <strong>of</strong> FAPA by allocating a further<br />
US$7.5 million to the Fund from the net income <strong>of</strong> the<br />
Bank, bringing total available resources to approximately<br />
US$27.5 million. Twelve grants were approved during 2008<br />
bringing total FAPA commitments (counting prior years)<br />
to over US$15 million and leaving an available balance at<br />
year-end <strong>of</strong> approximately US$12.5 million.<br />
In May 2008, Japan also announced its decision to establish<br />
a US$2.5 billion investment fund, The Facility <strong>for</strong><br />
<strong>Africa</strong>n Investment (FAI), managed by the Japanese Bank<br />
<strong>for</strong> Infrastructure and Construction, as part <strong>of</strong> its aim to<br />
double Japanese private sector investment in <strong>Africa</strong> to<br />
$3.4 billion by 2012. 43<br />
43 <strong>Africa</strong>n <strong>Economic</strong> Outlook 2009, AfDB/ OECD, p. 41
India<br />
India and <strong>Africa</strong> have had ties since the colonial era when<br />
the United Kingdom brought workers from India to various<br />
countries in <strong>Africa</strong>, particularly east and southern<br />
<strong>Africa</strong>, to work on agricultural, rail and road building<br />
projects, support port and trade development initiatives,<br />
and to serve in administrative capacities on the continent<br />
during the colonial era.<br />
Thus, in Uganda, Tanzania, Kenya, Mauritius, Nigeria,<br />
Zimbabwe and South <strong>Africa</strong>, significant numbers <strong>of</strong> Indians<br />
came – and many settled in these <strong>Africa</strong>n countries.<br />
In South <strong>Africa</strong>, in particular, the Indian population has<br />
become so large that the community in the province <strong>of</strong><br />
KwaZulu-Natal has become the largest Indian community<br />
in the world outside <strong>of</strong> India.<br />
On March 31, 2002, the “Focus:<strong>Africa</strong>” Programme was<br />
launched by the Ministry <strong>for</strong> Commerce & Industry during<br />
the announcement <strong>of</strong> India’s “export-import” promotion<br />
policy <strong>for</strong> the years 2002-2007.<br />
During the first year (i.e. 2002-2003) <strong>of</strong> the Focus:<strong>Africa</strong><br />
Programme emphasis was placed only on seven targeted<br />
countries: South <strong>Africa</strong>, Ghana, Tanzania, Mauritius, Nigeria,<br />
Kenya and Ethiopia. These seven countries accounted<br />
<strong>for</strong> nearly 70 per cent <strong>of</strong> India’s total trade linkages with<br />
the Sub-Saharan <strong>Africa</strong>n Region in 2000-2001. Similarly,<br />
certain target commodities <strong>for</strong> export focus were also<br />
identified, including:<br />
ӹ Cotton yarn, fabrics and other textile items;<br />
ӹ Drugs & pharmaceuticals;<br />
ӹ Machinery & instruments;<br />
ӹ Transport equipment; and<br />
ӹ Telecom and in<strong>for</strong>mation technology<br />
Recognizing the potential <strong>for</strong> further growth in trade<br />
with the <strong>Africa</strong>n continent, from April 1, 2003 the Indian<br />
government extended the benefits available under the<br />
Focus: <strong>Africa</strong> Programme to all <strong>of</strong> the countries <strong>of</strong> Sub-<br />
Saharan <strong>Africa</strong> where India had Missions, and to five <strong>of</strong><br />
the countries <strong>of</strong> North <strong>Africa</strong>. Hence the total number <strong>of</strong><br />
countries covered under the Focus: <strong>Africa</strong> Programme<br />
was increased from the initial seven countries to twenty<br />
four countries on the <strong>Africa</strong>n continent, including Angola,<br />
Botswana, Ivory-Coast, Zambia, Zimbabwe, Egypt, Sudan,<br />
Algeria, Libya, Morocco and Tunisia.<br />
3. Public Sector Support <strong>for</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
The Focus: <strong>Africa</strong> Programme also coincided with the<br />
emergence <strong>of</strong> the New Partnership <strong>for</strong> <strong>Africa</strong>’s Development<br />
(<strong>NEPAD</strong>). In 2003, the Confederation <strong>of</strong> Indian<br />
Industry and the country’s EXIM Bank, in collaboration<br />
with the Ministry <strong>of</strong> External Affairs, organized a conference<br />
called `India and <strong>NEPAD</strong>: Furthering <strong>Africa</strong> India<br />
<strong>Economic</strong> Cooperation’. The conference was attended by<br />
nearly 30 <strong>Africa</strong>n representatives, including participants<br />
from the central banks <strong>of</strong> Egypt, Ethiopia, Ghana, Kenya,<br />
Mauritius, Mozambique, Namibia, Senegal, South <strong>Africa</strong>,<br />
Sudan, Tanzania, Uganda and Zambia. Also present were<br />
heads <strong>of</strong> regional banks, such as the Development Bank <strong>of</strong><br />
Southern <strong>Africa</strong>, the Eastern <strong>Africa</strong> Development Bank,<br />
and Afreximbank.<br />
At the conference, the Minister <strong>of</strong> State <strong>for</strong> External Affairs<br />
<strong>of</strong> India expressed the hope that the Focus: <strong>Africa</strong><br />
programme would provide a functional framework <strong>for</strong><br />
Indian interaction with individual countries and also<br />
regional groups in <strong>Africa</strong> to enhance trade, commerce<br />
and investment related work.<br />
Under the Focus: <strong>Africa</strong> Programme, the Department <strong>of</strong><br />
Commerce and Federation <strong>of</strong> Indian Chambers <strong>of</strong> Commerce<br />
& Industry also jointly organized the 2nd India<br />
<strong>Africa</strong> Health Summit from 19-21, November, 2003 in<br />
Mumbai. At this <strong>for</strong>um, health ministers, directors <strong>of</strong><br />
health services and chief representatives <strong>of</strong> registration<br />
agencies from 24 <strong>Africa</strong>n countries attended and interacted<br />
with leading Indian manufacturers to discuss the sourcing<br />
<strong>of</strong> their health-care requirements from India.<br />
Also under the Focus: <strong>Africa</strong> Programme, the Ministry <strong>of</strong><br />
Commerce & Industry <strong>of</strong> the government <strong>of</strong> India and the<br />
Federation <strong>of</strong> Indian Chambers <strong>of</strong> Commerce & Industry<br />
(FICCI) jointly organised the India-<strong>Africa</strong> Summit on<br />
Water Partnership from 11-12 Feb. 2004 at Pune, Maharashtra.<br />
The Programme comprised <strong>of</strong> an international<br />
conference on the first day and one to one meeting/ field<br />
visits on the second day.<br />
In the spirit <strong>of</strong> the aims <strong>of</strong> the Focus: <strong>Africa</strong> Programme,<br />
and as a show <strong>of</strong> support <strong>for</strong> the ideals and programmes <strong>of</strong><br />
the <strong>Africa</strong>n Union, the government <strong>of</strong> India also pledged<br />
$200 million in 2003 in the <strong>for</strong>m <strong>of</strong> a line <strong>of</strong> credit to the<br />
New Partnership <strong>for</strong> <strong>Africa</strong>’s Development (<strong>NEPAD</strong>),<br />
creating the “India – <strong>Africa</strong> Fund”.<br />
33
34 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
At the inaugural meeting <strong>of</strong> the Pan-<strong>Africa</strong>n Parliament<br />
in South <strong>Africa</strong> in 2003, India also announced a proposed<br />
programme to connect the 52 nations <strong>of</strong> the <strong>Africa</strong>n Union<br />
via an India supported satellite and fiber optic network.<br />
Apart from providing effective communication and connectivity<br />
among the nations, the same link would support<br />
tele-education, tele-medicine, e-governance, e-commerce,<br />
infotainment, resource mapping and meteorological services.<br />
The proposed network would also give rural connectivity<br />
to the entire continent and <strong>of</strong>fer an effective<br />
way to use technology to provide democratic access and<br />
empowerment.<br />
In honour <strong>of</strong> the new invigorated “Indo – Pan <strong>Africa</strong>n”<br />
partnership, India declared its intention to move ahead<br />
with a US$50 million project to connect 5 universities,<br />
53 learning centres; 10 Super specialty hospitals and 53<br />
patient end locations in rural areas. The intent was to have<br />
the network in operation by 2006.<br />
In March 2004, the Indian government announced a second<br />
major funding scheme, the TEAM-9 initiative, targeting<br />
eight, mostly French speaking, West and Central<br />
<strong>Africa</strong>n Countries with which India has not had significant<br />
historical relations, but who <strong>of</strong>fer tremendous natural<br />
resource opportunities, particularly petroleum resources.<br />
Under the Techno-<strong>Economic</strong> Approach <strong>for</strong> <strong>Africa</strong>-India<br />
Movement (TEAM-9) programme, <strong>of</strong> which Burkina Faso,<br />
Chad, Cote d’Ivoire (Ivory Coast), Equatorial Guinea,<br />
Ghana, Guinea Bissau, Mali and Senegal are beneficiaries.<br />
India pledged US$500 million dollars via lines <strong>of</strong> credit <strong>for</strong><br />
the funding <strong>of</strong> projects proposed by the <strong>Africa</strong>n countries.<br />
A Memorandum <strong>of</strong> Understanding (MoU) was also signed<br />
to evolve a mechanism <strong>of</strong> cooperation under Techno-<strong>Economic</strong><br />
Approach <strong>for</strong> <strong>Africa</strong>-India Movement (TEAM-9),<br />
and the TEAM-9 countries also decided to set up a Joint<br />
Business Council. The TEAM-9 Council <strong>of</strong> Ministers<br />
committed to meeting once a year. TEAM-9’s main thrust<br />
areas would be food security, freedom from hunger, health<br />
security and job security. The areas <strong>of</strong> cooperation identified<br />
were infrastructure, agriculture, water management,<br />
pharmaceuticals, health services, employment opportunities,<br />
human resource development and telecommunications<br />
connectivity.<br />
A more recent outgrowth <strong>of</strong> the Focus: <strong>Africa</strong> Programme<br />
was the convening in March 2005 in New Delhi, India<br />
<strong>of</strong> a unique “India-<strong>Africa</strong> Project Partnership” conclave.<br />
Noted as the largest ever gathering <strong>of</strong> business and political<br />
leaders from <strong>Africa</strong> in India, IAPP attracted delegations<br />
and ministers from 25 <strong>Africa</strong>n countries to the two and<br />
half day conclave, where 160 projects worth US$6 billion<br />
were discussed over 250 meetings.<br />
At the conclave, it was also noted that India was developing<br />
new partnerships with regional trading blocs in <strong>Africa</strong>.<br />
Key sectors targeted <strong>for</strong> collaboration included healthcare,<br />
education, infrastructure and in<strong>for</strong>mation technology.<br />
The Confederation <strong>of</strong> Indian Industry also stated that it<br />
would support the establishment <strong>of</strong> a joint task <strong>for</strong>ce to<br />
identify 10 mega-projects that would be jointly executed<br />
and funded by India and international agencies such as<br />
the World Bank and the <strong>Africa</strong>n Development Bank. 44<br />
Additionally, it was announced that India’s Focus: <strong>Africa</strong><br />
programme had boosted bilateral trade to US$7 billion in<br />
the last financial year<br />
In April 2008, building on the momentum <strong>of</strong> the Focus:<br />
<strong>Africa</strong> and Team 9 initiatives, the inaugural India-<strong>Africa</strong><br />
Forum Summit was held in New Delhi with 14 <strong>Africa</strong>n<br />
heads <strong>of</strong> state, the Chairperson <strong>of</strong> the <strong>Africa</strong>n Union, the<br />
Chairpersons <strong>of</strong> the eight <strong>NEPAD</strong> RECs, the Chairperson<br />
<strong>of</strong> the <strong>NEPAD</strong> HSGIC, the Chairperson <strong>of</strong> the <strong>Africa</strong>n<br />
Union <strong>Commission</strong> (AUC) and the Chair-Person Elect<br />
<strong>of</strong> the AUC, all attending to help <strong>for</strong>ge a more contemporary<br />
partnership between India and <strong>Africa</strong> in the sectoral<br />
areas <strong>of</strong> trade and energy and India-<strong>Africa</strong> cooperation<br />
on global issues including UN re<strong>for</strong>ms, terrorism and<br />
climate change.<br />
Out <strong>of</strong> the Summit came two documents intended to provide<br />
the architectural back bone <strong>for</strong> India-<strong>Africa</strong> relations<br />
in the 21 st century, the Delhi Declaration- that covered<br />
issues <strong>of</strong> bilateral, regional and international interest to<br />
<strong>Africa</strong> and India, and the <strong>Africa</strong>-India Framework <strong>for</strong><br />
Cooperation – which spelled out agreed areas <strong>of</strong> cooperation<br />
in sectors such as: education, science and technology,<br />
agricultural productivity, food security, industrial growth,<br />
infrastructure and health. 45<br />
44 Sudarkasa, <strong>Africa</strong>n Business Handbook, <strong>Africa</strong> Business Group,<br />
2007, pp.148-149<br />
45 www.africa-union.org/indiaafrica.htm
China<br />
In 1996, China moved to strengthen its “economics first”<br />
<strong>for</strong>eign policy with <strong>Africa</strong>, signing 23 economic and technical<br />
cooperative agreements with six <strong>Africa</strong>n countries. The<br />
five key objectives <strong>of</strong> China, outlined at a major meeting<br />
with the Organization <strong>of</strong> <strong>Africa</strong>n Unity”, which continue<br />
to shape “Sino-<strong>Africa</strong>n” relations, included the following:<br />
ӹ the promotion <strong>of</strong> friendship;<br />
ӹ non-interference with each others internal affairs;<br />
ӹ pursuance <strong>of</strong> common development on the basis <strong>of</strong><br />
mutual benefit;<br />
ӹ increased international cooperation; and<br />
ӹ common pursuit <strong>of</strong> a more peaceful global order.<br />
These “objectives” were further crystallized and expanded<br />
upon in October <strong>of</strong> 2000 when China put <strong>for</strong>th its vision<br />
<strong>of</strong> the regional cooperative framework which would<br />
guide future Sino-<strong>Africa</strong> relations. Out <strong>of</strong> this meeting<br />
the “Beijing Programme <strong>for</strong> China-<strong>Africa</strong> Cooperation in<br />
<strong>Economic</strong> and Social Development” was put <strong>for</strong>th and the<br />
Forum on China-<strong>Africa</strong> Cooperation (FOCAC) was born.<br />
The preamble <strong>for</strong> the Beijing Programme, the “Beijing<br />
Declaration” 46 , provides a contemporary framework <strong>for</strong> the<br />
current and near-term Sino-<strong>Africa</strong>n relationship, which<br />
includes:<br />
ӹ Support <strong>of</strong> the UN Charter;<br />
ӹ The peaceful resolution <strong>of</strong> disputes;<br />
ӹ Re<strong>for</strong>m <strong>of</strong> the UN and international financial<br />
institutions;<br />
ӹ Respect <strong>for</strong> human rights and fundamental freedoms;<br />
and<br />
ӹ The expansion <strong>of</strong> existing areas <strong>of</strong> cooperation – such as<br />
agriculture, technical support, medical care, education,<br />
engineering and infrastructure projects.<br />
In 2006, during the third Forum on China-<strong>Africa</strong> Cooperation<br />
(FOCAC) in Beijing, an MoU was also signed<br />
with <strong>NEPAD</strong> and the delegates agreed to the FOCAC-<br />
Beijing Action Plan (2007-2009). Under this plan <strong>of</strong> action,<br />
China committed to a policy <strong>of</strong> wide ranging expanded<br />
assistance to <strong>Africa</strong> and <strong>of</strong>fered preferential loans and<br />
credits, the building <strong>of</strong> a conference centre <strong>for</strong> the <strong>Africa</strong>n<br />
46 Sudarkasa, <strong>Africa</strong>n Business Handbook, <strong>Africa</strong> Business Group,<br />
2007, pp. 147-148<br />
3. Public Sector Support <strong>for</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Union, the cancelling <strong>of</strong> debts, further opening-up <strong>of</strong><br />
China’s markets to <strong>Africa</strong>, the establishment <strong>of</strong> trade and<br />
economic cooperation zones in <strong>Africa</strong>, and the training<br />
<strong>of</strong> <strong>Africa</strong>n pr<strong>of</strong>essionals.<br />
In furtherance <strong>of</strong> the Beijing Action Plan, since 2007,<br />
China has signed bilateral aid accords with 48 <strong>Africa</strong>n<br />
countries and loan agreements with favourable terms<br />
with 22 <strong>Africa</strong>n countries. In 2009, China’s aid to <strong>Africa</strong><br />
increased 200-percent in value terms compared to 2006.<br />
To encourage Chinese enterprises to invest in <strong>Africa</strong>, the<br />
Chinese government has also established a US$5 billion<br />
China-<strong>Africa</strong> Fund, and by the end <strong>of</strong> 2008, the Fund<br />
had invested about US$400 million dollars in 20 projects,<br />
which brought the total investment in <strong>Africa</strong> by Chinese<br />
enterprises to about US$2 billion dollars. China has also<br />
<strong>of</strong>fered training programs to 10,916 people from 49 <strong>Africa</strong>n<br />
countries 47 .<br />
One such training programme was the <strong>NEPAD</strong> Nurses<br />
and Midwives Post-Graduate Training Programme to<br />
which China contributed US$500,000 in 2006. The <strong>NEPAD</strong><br />
Nurses and Midwives Post-Graduate Training Program was a<br />
pilot project to train trainers. It was envisaged to open 3-year<br />
post-graduate training courses at 5 universities in Tanzania<br />
and Kenya, which have already established graduate training<br />
courses <strong>of</strong> nurses and midwives. A total number <strong>of</strong> 50 nurses<br />
and midwives with master degrees were trained at the first<br />
stage. After their graduation in 2008, the best students among<br />
them were employed as teachers at the respective universities,<br />
giving lessons by themselves and gradually streamlining the<br />
post-graduate training program.<br />
By the end <strong>of</strong> 2009, China will have sent 100 advanced-level<br />
agro-technicians to 35 <strong>Africa</strong>n countries. Furthermore,<br />
China plans to establish 14 agricultural technology demonstration<br />
centres, all <strong>of</strong> which will begin construction by<br />
the end <strong>of</strong> 2009. In addition, China has agreed to construct<br />
economic and trade zones or duty free trade zones in <strong>Africa</strong>,<br />
including the Zambia-China <strong>Economic</strong> and Trade<br />
Cooperation Zone, the Guangdong <strong>Economic</strong> and Trade<br />
Cooperation Zone in Nigeria and the Lekky Duty Free<br />
Trade Zone in Lagos, Nigeria, the Egypt-Suez <strong>Economic</strong><br />
and Trade Zone and Ethiopian Orient Industrial Park. The<br />
47 China’s eight measure economic policy on <strong>Africa</strong> well implemented,<br />
www.news.xinhuanet.com, Jan. 20, 2009<br />
35
36 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Zambia-China <strong>Economic</strong> and Trade Cooperation Zone,<br />
as China’s first trade cooperation zone in <strong>Africa</strong>, has been<br />
initially completed and put into operation. In support <strong>of</strong><br />
the <strong>Africa</strong> Union, China has also started constructing the<br />
<strong>Africa</strong>n Union Conference Centre and it is scheduled to<br />
be completed in 2011.<br />
At the most recent FOCAC summit in November 2009 in<br />
Egypt, the delegates agreed that with the joint ef<strong>for</strong>ts <strong>of</strong><br />
<strong>Africa</strong>n Public Sector Support<br />
As significant as the international public support <strong>for</strong> AU/<br />
<strong>NEPAD</strong> and <strong>Africa</strong>n regional integration has been, it is<br />
important to also acknowledge the continental ef<strong>for</strong>ts that<br />
<strong>Africa</strong>n Development Bank<br />
Since the inception <strong>of</strong> <strong>NEPAD</strong>, The <strong>Africa</strong>n Development<br />
Bank (AfDB) has been looked to by the <strong>Africa</strong>n Union<br />
as the key catalyst <strong>for</strong> the mobilization <strong>of</strong> technical and<br />
financial resources <strong>for</strong> investment in the <strong>NEPAD</strong> projects,<br />
particularly infrastructure projects, which have been a<br />
continuing priority. In addition to infrastructure, financial<br />
market integration and the improvement <strong>of</strong> banking<br />
standards has been another key area <strong>of</strong> important focus<br />
by the AfDB in support <strong>of</strong> <strong>NEPAD</strong>.<br />
To facilitate its role as a lead supporter <strong>of</strong> <strong>NEPAD</strong>, the<br />
AfDB established the “<strong>NEPAD</strong> Support Unit” in January<br />
<strong>of</strong> 2004. The Unit was later renamed the Office <strong>of</strong> <strong>NEPAD</strong>,<br />
Regional Integration and Trade or ONRI. Additionally,<br />
the AfDB moved away from its historical sole focus on<br />
national funding programmes and established Regional<br />
Departments to look at cross cutting regional issues and<br />
infrastructure projects. The Bank was also designated as<br />
a strategic partner to the <strong>Africa</strong>n Peer Review Mechanism<br />
(APRM). The role <strong>of</strong> the partner institutions was to be<br />
mainly that <strong>of</strong> providing technical assistance and advisory<br />
services to the <strong>NEPAD</strong> structures.<br />
Overall, during the past eight years the AfDB has been<br />
a catalytic financier <strong>of</strong> infrastructure initiatives on the<br />
continent and a major syndicator <strong>of</strong> further investment<br />
from other bilateral and international financiers and from<br />
private financiers. The AfDB has been an advisor and<br />
both sides, the implementation <strong>of</strong> the follow-up actions<br />
<strong>of</strong> the Beijing Summit had been satisfactory with fruitful<br />
cooperation on politics, economy, trade, social development,<br />
humanities, personnel exchanges and the Forum<br />
mechanism building. At the summit, China’s Premier Wen<br />
Jiabao also pledged US$10 billion in new loans to <strong>Africa</strong>n<br />
nations as part <strong>of</strong> China’s interest in boosting Sino-<strong>Africa</strong>n<br />
co-operation and the continent’s development. 48<br />
48 www.fmprc.gov.cn/zflt/eng/<br />
have begun to accelerate toward the alignment <strong>of</strong> public<br />
policy and the mobilization <strong>of</strong> public financial resources<br />
in furtherance <strong>of</strong> <strong>NEPAD</strong>’s objectives and implementation.<br />
knowledge broker <strong>of</strong> note, providing technical assistance<br />
on national and regional infrastructure projects and working<br />
in partnership with other specialists and stakeholders<br />
to promote concerted and complimentary project development<br />
and implementation.<br />
Key programme and project focus areas to support NE-<br />
PAD have been undertaken toward capacity building,<br />
partnership building, and improvement <strong>of</strong> the enabling<br />
environment (i.e. policy and legislative harmonization<br />
and regulation re<strong>for</strong>ms.<br />
In February 2008, the AfDB, <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong><br />
<strong>Africa</strong>, <strong>Africa</strong>n Union <strong>Commission</strong> and <strong>NEPAD</strong> agreed to<br />
restructure and merge their existing <strong>Africa</strong> infrastructure<br />
development initiatives, the AUC Master Plan Studies/<br />
Continental Policy Initiatives and the <strong>NEPAD</strong> Medium<br />
and Long Term Strategic Framework (MLTSF) Study,<br />
respectively, into a more coherent and strategic framework<br />
that would serve as a common plat<strong>for</strong>m <strong>for</strong> defining,<br />
implementing and monitoring regional and continental<br />
infrastructure development in <strong>Africa</strong>. The new aligned<br />
initiative was given the name the Programme <strong>for</strong> Infrastructure<br />
Development in <strong>Africa</strong> (PIDA).<br />
The AfDB was designated as the executing agency <strong>for</strong><br />
the guiding PIDA study, and a Joint Working Group was<br />
established to align existing initiatives covering the four
principle infrastructure sub-sectors: Transport, Energy,<br />
ICT and Trans-boundary Water Resources.<br />
The objectives <strong>of</strong> PIDA are to assist <strong>Africa</strong>n decision makers<br />
in their ef<strong>for</strong>ts to: 1) establish a framework <strong>for</strong> development<br />
<strong>of</strong> regional and continental infrastructure, 2) establish<br />
an infrastructure development programme around key<br />
priorities and time lines, and 3) prepare an implementation<br />
strategy and process. The PIDA study is expected to<br />
be completed in 2011.<br />
In addition, the AfDB has begun to designate more <strong>of</strong><br />
its funding on projects and initiatives related to regional<br />
integration. During the last replenishment <strong>of</strong> the <strong>Africa</strong>n<br />
Development Fund, the Bank’s ADF XI funding ef<strong>for</strong>t<br />
<strong>for</strong> the period from 2008-2010, 17.5% was targeted at<br />
projects supporting regional integration. Planning is<br />
currently underway <strong>for</strong> the ADF XII round and 25% is<br />
intended to be allocated to support regional integration<br />
between 2011-13.<br />
Besides the unique AfDB initiatives that directly and<br />
indirectly support the AU/<strong>NEPAD</strong> programme, the Bank<br />
is also involved in a variety <strong>of</strong> partnerships and initiatives<br />
that also focus on mobilizing and leveraging technical<br />
Pan <strong>Africa</strong>n Infrastructure Fund<br />
One <strong>of</strong> the hallmarks <strong>of</strong> the <strong>NEPAD</strong> philosophy has been<br />
that <strong>of</strong> <strong>Africa</strong>n self-help, and the ethos that <strong>Africa</strong>n ownership<br />
comes with <strong>Africa</strong>n responsibility to mobilize <strong>Africa</strong>n<br />
domestic resources toward the achievement <strong>of</strong> <strong>Africa</strong>’s<br />
socio-economic development programme. While much<br />
more can be done toward this end, the establishment <strong>of</strong> the<br />
Pan-<strong>Africa</strong>n Infrastructure Fund in 2007 was a testament<br />
to the ef<strong>for</strong>ts <strong>of</strong> <strong>NEPAD</strong>’s leadership to mobilize a fund<br />
comprised significantly <strong>of</strong> <strong>Africa</strong>n pension fund assets.<br />
Conceptualized in 2006, and driven by <strong>for</strong>mer South <strong>Africa</strong><br />
President Thabo Mbeki and meant to be illustrative <strong>of</strong> how<br />
<strong>Africa</strong>n pension funds could and should pool resources to<br />
finance <strong>Africa</strong>n led projects, a principal initial investor in<br />
the PAIF was the South <strong>Africa</strong>n Government Employees<br />
Pension Fund (GEPF). GEPF has roughly US$100 billion<br />
under management, managed by the Public Investment<br />
Corporation.<br />
3. Public Sector Support <strong>for</strong> <strong>NEPAD</strong> A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
and financial resources <strong>for</strong> <strong>Africa</strong>’s development 49 . These<br />
initiatives include:<br />
ӹ The <strong>Africa</strong>n Fertilizer Financing Mechanism<br />
ӹ The <strong>Africa</strong>n Financial Markets Initiative<br />
ӹ The <strong>Africa</strong>n Financing Partnership<br />
ӹ The <strong>Africa</strong>n Legal Support Facility<br />
ӹ The <strong>Africa</strong>n Peer Review Mechanism<br />
ӹ The <strong>Africa</strong>n Water Facility<br />
ӹ The <strong>Africa</strong>n Women in Business Initiative<br />
ӹ The Congo Basin Forest Fund<br />
ӹ The Enhancing Private Sector Assistance <strong>for</strong> <strong>Africa</strong><br />
Initiative<br />
ӹ The Fragile States Facility<br />
ӹ The Health in <strong>Africa</strong> Fund<br />
ӹ The Investment Climate Facility<br />
ӹ The Joint <strong>Africa</strong> Institute<br />
ӹ The Making Finance Work <strong>for</strong> <strong>Africa</strong> Partnership<br />
ӹ The Migration and Development Initiative<br />
ӹ The Multi-donor Water Partnership Program<br />
ӹ The Multilateral Debt Relief Initiative<br />
ӹ The Rural Water Supply & Sanitation Initiative<br />
ӹ The Strategic Partnership with <strong>Africa</strong><br />
ӹ The Trade Finance Initiative<br />
49 www.afdb.org/topics§ors/initiative&partnerships<br />
By 2007, $625 million had been raised by the fund and<br />
the fund was <strong>of</strong>ficially launched in August 2007. The near<br />
term target was to capitalize the fund at $1billion and<br />
attract up to $20 billion over its 15 year lifespan. PAIF<br />
is currently managed by the private equity firm Harith<br />
and seeks to invest in public private partnerships across<br />
<strong>Africa</strong>. Key investors and stakeholders in the Fund beyond<br />
GEPF include: the Development Bank <strong>of</strong> Southern <strong>Africa</strong>,<br />
the <strong>Africa</strong>n Development Bank, the Social Security and<br />
National Insurance Trust <strong>of</strong> Ghana and leading South<br />
<strong>Africa</strong>n private financial institutions: ABSA Bank, Old<br />
Mutual Life Assurance Company, Liberty Life Group<br />
Limited, Standard Bank and Metropolitan Life Limited. 50<br />
The Fund is currently in the process <strong>of</strong> establishing <strong>of</strong>fices<br />
in north, east and west <strong>Africa</strong> to compliment its headquarters<br />
in Johannesburg, South <strong>Africa</strong>.<br />
50 www.harith.co.za<br />
37
38 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
<strong>Africa</strong>n Tax Administration Forum<br />
In August 2008, <strong>Commission</strong>ers and Senior Tax Administrators<br />
from 39 <strong>Africa</strong>n companies met with selected<br />
development partners in Pretoria, South <strong>Africa</strong> to discuss<br />
state building, capacity development and taxation. The focus<br />
<strong>of</strong> the conference was on: a) the importance <strong>of</strong> taxation<br />
in state building, b) the evolving environment <strong>of</strong> taxation<br />
in <strong>Africa</strong>, and c) the need <strong>for</strong> an <strong>Africa</strong>n led initiative to<br />
strengthen <strong>Africa</strong>n tax administrations.<br />
Out <strong>of</strong> the gathering came a mandate to establish the<br />
<strong>Africa</strong>n Tax Administration Forum (ATAF). Key areas <strong>of</strong><br />
focus <strong>of</strong> the new organ include expanding the <strong>Africa</strong>n tax<br />
base and improving tax collection capacity on the continent<br />
as a vehicle to mobilize domestic finance in support <strong>of</strong> the<br />
continent’s development.<br />
The ATAF was thus commissioned to serve as the voice<br />
<strong>of</strong> <strong>Africa</strong>n Tax <strong>Commission</strong>ers as a body and as a focal<br />
point <strong>for</strong> exchanging experiences on good practices,<br />
benchmarking per<strong>for</strong>mance, improving co-operation and<br />
setting strategic direction <strong>for</strong> member state representatives.<br />
In February 2009, the Steering Group <strong>of</strong> ATAF, which is<br />
comprised <strong>of</strong> representatives from Botswana, Cameroon,<br />
Ghana, Rwanda, Nigeria, South <strong>Africa</strong> and Uganda, met to<br />
develop ATAF’s action plan. The organization’s roadmap<br />
anticipates a <strong>for</strong>mal launch late in 2009 or early in 2010.<br />
Key near term projects include commencing research on<br />
<strong>Africa</strong>’s tax systems and regimes, developing and delivering<br />
a technical support programme <strong>for</strong> <strong>Africa</strong>n <strong>of</strong>ficials, and<br />
constructing a framework <strong>for</strong> diagnostic studies.<br />
Key donor resources <strong>of</strong> the organization include the<br />
OECD’s Forum on Tax Administration, the <strong>Africa</strong>n Development<br />
Bank, the International Monetary Fund, and<br />
the World Customs Organization. 51<br />
51 <strong>Africa</strong>n <strong>Economic</strong> Outlook 2009, OECD and AfDB, pp. 53-54
<strong>NEPAD</strong> and the <strong>Africa</strong>n<br />
Private Sector<br />
In the founding document <strong>of</strong> the New Partnership <strong>for</strong><br />
<strong>Africa</strong>’s Development (<strong>NEPAD</strong>) published in 2001, <strong>Africa</strong>n<br />
leaders committed themselves to working toward: the<br />
mobilization <strong>of</strong> private capital flows (Section C1, iv.), promoting<br />
the private sector and <strong>Africa</strong>n exports (Section C2,<br />
vii and viii), and toward the implementation <strong>of</strong> <strong>NEPAD</strong>,<br />
the promotion <strong>of</strong> the private sector was put <strong>for</strong>th as one <strong>of</strong><br />
three key goals alongside the development <strong>of</strong> agriculture<br />
and regional integration enabling infrastructure. 52<br />
The specific objectives <strong>of</strong> <strong>NEPAD</strong> vis-à-vis promoting the<br />
private sector were:<br />
ӹ To ensure a sound and conducive environment <strong>for</strong><br />
private sector activities, with particular emphasis on<br />
domestic entrepreneurs,<br />
ӹ To promote <strong>for</strong>eign direct investment and trade, with<br />
particular emphasis on exports;<br />
ӹ To develop micro, small and medium enterprises, including<br />
the in<strong>for</strong>mal sector.<br />
The actions required “at the <strong>Africa</strong> level” included:<br />
ӹ Undertaking measures to enhance the entrepreneurial,<br />
managerial and technical capacities <strong>of</strong> the private sector<br />
by supporting technology acquisition, production<br />
improvements and training and skills development;<br />
ӹ Strengthening chambers <strong>of</strong> commerce, trade and pr<strong>of</strong>essional<br />
associations, and their regional networks;<br />
52 The <strong>Africa</strong>n Union’s New Partnership For <strong>Africa</strong>’s Development,<br />
Programme <strong>of</strong> Action, 2001 reprinted by the <strong>Africa</strong> Section, U.N. Department<br />
<strong>of</strong> Public In<strong>for</strong>mation, 2008, pp. 24, 28, and 33<br />
39<br />
4CHAPTER<br />
ӹ Organising dialogue between the government and the<br />
private sector to develop a shared vision <strong>of</strong> economic<br />
development strategy and remove constraints to private<br />
sector development,<br />
ӹ Strengthening and encouraging the growth <strong>of</strong> micro,<br />
small and medium scale industries through appropriate<br />
technical support from service institutions and civil<br />
society, and improve access to capital by strengthening<br />
micro-financing schemes, with particular attention to<br />
women entrepreneurs.<br />
At the “international level”, <strong>NEPAD</strong> called on supporters<br />
to:<br />
ӹ Promote entrepreneurial development programmes <strong>for</strong><br />
training managers <strong>of</strong> <strong>Africa</strong>n firms;<br />
ӹ Provide technical assistance in relation to the development<br />
<strong>of</strong> an appropriate regulatory environment,<br />
promotion <strong>of</strong> small, medium and micro-enterprises<br />
and, establish micro-financing schemes <strong>for</strong> the <strong>Africa</strong>n<br />
private sector.<br />
In regards to the promotion <strong>of</strong> <strong>Africa</strong>n exports, selected<br />
key objectives included the commitment:<br />
ӹ To increase intra-regional trade via promoting crossborder<br />
interaction among <strong>Africa</strong>n firms, and<br />
ӹ To deal with short-term skills shortages through appropriate<br />
firm level incentives and training.<br />
To achieve these aims, <strong>Africa</strong>n leaders further pledged to:
40 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
ӹ Promote intra-<strong>Africa</strong>n trade with the aim <strong>of</strong> sourcing<br />
within <strong>Africa</strong>, imports <strong>for</strong>merly sourced from other<br />
parts <strong>of</strong> the world;<br />
ӹ Creating marketing mechanisms and institutions to<br />
develop marketing strategies <strong>for</strong> <strong>Africa</strong>n products;<br />
ӹ Publicize <strong>Africa</strong>n exporting and importing companies<br />
and their products, through trade fairs . . .<br />
Two further private sector related objectives included<br />
increasing domestic resource mobilisation and private<br />
capital flows.<br />
ӹ Increasing Domestic Resource Mobilisation<br />
To achieve higher levels <strong>of</strong> growth and more effective<br />
poverty reduction, <strong>Africa</strong> needs to mobilise additional<br />
resources, both domestic and <strong>for</strong>eign. Domestic resources<br />
include national savings by firms and households, which<br />
need to be substantially increased. In addition, more effective<br />
tax collection is needed to increase public resources,<br />
as well as the rationalising <strong>of</strong> government expenditures.<br />
A significant proportion <strong>of</strong> their domestic savings is lost<br />
to <strong>Africa</strong>n countries as a result <strong>of</strong> capital flight. This can<br />
only be reversed if <strong>Africa</strong>n economies become attractive<br />
locations <strong>for</strong> residents to hold their wealth. There<strong>for</strong>e, there<br />
is also an urgent need to create conditions that promote<br />
private sector investments by both domestic and <strong>for</strong>eign<br />
investors.<br />
ӹ The Private Capital Flows<br />
<strong>NEPAD</strong> seeks to increase private capital flows to <strong>Africa</strong>,<br />
as an essential component <strong>of</strong> a sustainable long-term approach<br />
to filing the resource gap [<strong>of</strong> roughly US$64 billion].<br />
The first priority is to address investor’s perception<br />
<strong>of</strong> <strong>Africa</strong> as a “high risk” continent, especially with regard<br />
to security <strong>of</strong> property rights, regulatory framework and<br />
markets. Several key elements <strong>of</strong> the New Partnership <strong>for</strong><br />
<strong>Africa</strong>’s Development will help lower these risks gradually,<br />
and include initiatives relating to peace and security, political<br />
and economic governance, infrastructure and poverty<br />
reduction. Interim risk mitigation measures will be put in<br />
place, including credit guarantee schemes and the strong<br />
regulatory and legislative frameworks. The next priority is<br />
the implementation <strong>of</strong> a Public-Private sector partnership<br />
(PPP) capacity building programme through the <strong>Africa</strong>n<br />
Development Bank and other regional development institutions<br />
to assist national and sub-national governments in<br />
restructuring and regulating transactions in the provision<br />
<strong>of</strong> infrastructural and social services. The third priority<br />
is to promote the deepening <strong>of</strong> financial markets within<br />
countries, as well as cross-border harmonisation and integration,<br />
via a Financial Market Integration Task Force.<br />
Although presented “<strong>for</strong> illustrative purposes only”, it is<br />
relevant that <strong>of</strong> the three priority projects that were presented<br />
to represent what was needed to strengthen “country<br />
and regional development programmes and kick-start the<br />
regeneration <strong>of</strong> the continent” (along with agriculture and<br />
the promotion <strong>of</strong> infrastructure and regional integration)<br />
the establishment <strong>of</strong> a continent wide initiative to<br />
establish national business incubators (in support <strong>of</strong> the<br />
<strong>Africa</strong>n private sector) that would draw on international<br />
experience and best practice-tailored to <strong>Africa</strong>n needs and<br />
conditions, was also put <strong>for</strong>th.<br />
After ten years <strong>of</strong> implementation there has been progress<br />
in a number <strong>of</strong> the areas put <strong>for</strong>th as objectives <strong>of</strong> the NE-<br />
PAD mission vis-à-vis the private sector, although most<br />
noticeably these gains have been in the area <strong>of</strong> macroeconomic<br />
environment improvement. And while it might<br />
be slightly disingenuous to attribute all <strong>of</strong> these gains exclusively<br />
to <strong>NEPAD</strong>, it is irrefutable that over this period,<br />
particularly among <strong>Africa</strong>’s traditional international donor<br />
partners, the emergence <strong>of</strong> <strong>NEPAD</strong> as the AU programme<br />
<strong>for</strong> economic growth and development toward the achievement<br />
<strong>of</strong> the MDGs has helped focus their overseas donor<br />
assistance in a more harmonised manner.<br />
The rapid economic growth that has been present <strong>for</strong> much<br />
<strong>of</strong> the period during which <strong>NEPAD</strong> has existed in part is<br />
the result <strong>of</strong> a macro-economic re<strong>for</strong>m trajectory begun<br />
by <strong>Africa</strong>n states in the 1980s.<br />
Inflation management, improved monetary policy,<br />
strengthened rule <strong>of</strong> law, protection <strong>of</strong> property rights,<br />
reduction in the cost <strong>of</strong> doing business, technology adoption,<br />
innovation and capital accumulation, democratic<br />
elections, debt reduction and value added export promotion<br />
are some <strong>of</strong> the initiatives that have characterised the<br />
types <strong>of</strong> public sector re<strong>for</strong>ms undertaken.<br />
In addition to the economic re<strong>for</strong>ms, other important<br />
factors which buoyed <strong>Africa</strong>’s economies included higher<br />
international commodity prices, political stability and a<br />
rapid reduction in conflict, and increased government<br />
spending. Debt relief, in particular, under the World Bank’s<br />
Heavily Indebted Poor Countries (HIPC) programme
GDP Growth Rate (2004-2011)<br />
and the IMF’s Multilateral Debt Relief Initiative (MDRI)<br />
also helped <strong>Africa</strong>n nations to reallocate funding to more<br />
development fostering initiatives as external debt declined<br />
as a percentage <strong>of</strong> GDP from an average <strong>of</strong> 62.4% <strong>for</strong> 1998-<br />
2001 to 47.9% <strong>for</strong> 2000-2005 and down to 23.1% in 2007.<br />
Thus, between 1998 and 2007, these factors helped the<br />
continent record average growth rates <strong>of</strong> 4.3%, which<br />
although lower than Asian growth rates were higher than<br />
growth rates in Latin America and the Caribbean.<br />
Indicative <strong>of</strong> <strong>Africa</strong>’s overall economic resilience and growing<br />
internal economic drivers is the fact that although 2009<br />
is expected to be a below par GDP growth year, projections<br />
are that the continent’s 2011 GDP rates rebounded to 5%.<br />
In response to <strong>Africa</strong>’s strong economic growth, the continent<br />
has also increasingly attracted <strong>for</strong>eign direct investment<br />
and private capital. Between 2002 and 2007 <strong>for</strong>eign<br />
direct investment (FDI) into <strong>Africa</strong> rose strongly from less<br />
4. <strong>NEPAD</strong> and the <strong>Africa</strong>n Private Sector Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Country 2004 2005 2006 2007 2008 2009 2010 2011<br />
Nigeria 10.6 5.4 6.2 7.0 6.0 7.0 7.4 7.4<br />
Benin 3.0 2.9 3.8 4.6 5.0 2.5 2.8 3.6<br />
Burkina Faso 4.5 8.7 5.5 3.6 5.2 3.2 4.4 4.7<br />
Cote D’Ivoire 1.6 1.9 0.7 1.6 2.3 3.8 3.0 4.0<br />
Gambia 7.0 0.3 3.4 6.0 6.3 5.6 5.0 5.4<br />
Ghana 5.6 5.9 6.4 5.7 7.2 4.1 5.0 9.9<br />
Guinea 2.3 3.0 2.5 1.8 4.9 -0.3 3.0 3.9<br />
Guinea-Bissau 3.1 5.0 2.2 0.2 3.6 3.0 3.5 4.3<br />
Liberia 2.6 5.3 7.8 9.4 7.1 4.6 6.3 9.5<br />
Mali 2.3 6.1 5.3 4.3 5.0 4.4 5.1 5.4<br />
Niger -0.8 8.4 5.8 3.4 8.7 -1.2 3.5 5.2<br />
Sierra Leone 6.6 5.7 6.7 6.0 5.5 3.2 4.5 5.2<br />
Togo 2.3 1.2 3.7 1.9 2.2 3.1 3.3 3.5<br />
Source: ECA (2012), <strong>Economic</strong> Report on <strong>Africa</strong><br />
than US$20 billion to a record <strong>of</strong> US$53 billion. US$22.4<br />
billion <strong>of</strong> FDI was invested by trans-national companies<br />
in North <strong>Africa</strong> and US$30.6 billion was invested in Sub-<br />
Saharan <strong>Africa</strong>. Even during the recessive period <strong>of</strong> 2008<br />
when global FDI fell by 20%, FDI in <strong>Africa</strong> remained<br />
resilient, rising by 16.8% to US$61.9 billion. Mergers and<br />
acquisitions in <strong>Africa</strong> also continued to rise, growing by<br />
157% between 2007 and 2008 to US$26 billion. Furthermore,<br />
the rate on return on investment in <strong>Africa</strong> has been<br />
increasing annually since 2004 registering 12.1% in 2007,<br />
giving the continent the highest global investment rate <strong>of</strong><br />
return among developing nations.<br />
Most <strong>of</strong> the investment attracted to <strong>Africa</strong>, however, has<br />
remained focused on countries that have significant natural<br />
mineral and petroleum resources. This has skewed <strong>for</strong>eign<br />
direct investment to a relatively narrow group <strong>of</strong> countries<br />
and also has impacted upon which regions attract the<br />
lion’s share <strong>of</strong> FDI:<br />
41
42 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Concentration <strong>of</strong> FDI Flows to <strong>Africa</strong> 2004-2010 (US$ million)-Oil Exporting Countries<br />
Country 2005 2006 2007 2008 2009 2010<br />
Egypt 5,376 10,043 11,578 9,495 6,712 6,386<br />
Nigeria 4,978 4,898 6,087 8,249 8,650 6,099<br />
Sudan 2,305 3,534 2,426 2,601 2,682 1,600<br />
Tunisia 783 3,308 1,616 2,758 1,688 1,513<br />
Morocco 1,654 2,449 2,805 2,487 1,952 1,304<br />
Algeria 1,081 1,795 1,662 2,594 2,761 2,291<br />
Libya 1,038 2,013 4,689 4,111 2,674 3,833<br />
Equatorial Guinea 769 470 1,243 -794 1,636 695<br />
Angola 6,794 9,064 9,796 16,581 11,672 9,942<br />
Ghana 145 636 855 1,220 1,685 2,527<br />
Total top 10 <strong>Africa</strong>n Countries 24,923 38,210 42,757 49,302 42,112 36,190<br />
Rest <strong>of</strong> <strong>Africa</strong> 13,237 8,049 20,375 24,111 18,055 18,850<br />
<strong>Africa</strong> 38,160 46,259 63,132 73,413 60,167 55,040<br />
Flows <strong>of</strong> <strong>for</strong>eign direct investment to <strong>Africa</strong>, 2005-2010 (billions <strong>of</strong> United States dollars, current)<br />
<strong>Africa</strong> 38.2 46.3 63.1 73.4 60.2 55.0<br />
North <strong>Africa</strong> 12.2 23.1 24.8 24.0 18.5 16.9<br />
Central <strong>Africa</strong> 2.7 3.1 6.0 4.4 5.4 8.0<br />
West <strong>Africa</strong> 7.1 6.9 9.5 12.7 12.7 11.3<br />
Southern <strong>Africa</strong> 14.7 10.5 18.8 28.6 20.0 15.1<br />
Eastern <strong>Africa</strong> 1.4 2.6 4.1 3.7 3.6 3.7<br />
Source: ECA (2012) Financing <strong>for</strong> development: A progress report on the implementation <strong>of</strong> the Monterrey Consensus.<br />
Regionally, North <strong>Africa</strong> attracts the highest FDI in <strong>Africa</strong><br />
and the region’s investment-friendly policies and on-going<br />
privatization programmes attract the widest diversity <strong>of</strong><br />
investment. In 2007, US$22 billion was invested in North<br />
<strong>Africa</strong> in projects related to generic pharmaceuticals, textiles,<br />
chemicals, oil and the services sectors. Egypt was the<br />
largest recipient <strong>of</strong> investment garnering US$11.6 billion in<br />
2007, but this fell to about $6 billion in 2010 probably due<br />
to the political unrest in the country associated with the<br />
so-called Arab Spring. West <strong>Africa</strong> continued to benefit<br />
from ongoing privatization initiatives and the commodity<br />
boom and attracted about US$6 billion in 2007, an amount<br />
that it maintained in 2010. Nigeria received 80% <strong>of</strong> total<br />
West <strong>Africa</strong>n investment, mostly in petroleum sector.<br />
In Southern <strong>Africa</strong>, Angola attracted about $10 billion in<br />
2007 and retained about the same amount in 2010, while in<br />
Central <strong>Africa</strong>, FDI was $6 billion in 2007 but increased to<br />
$8 billion in 2010. For Eastern <strong>Africa</strong>, which historically has<br />
been the lowest recipient <strong>of</strong> FDI on the continent, FDI in 2007<br />
was about $4 billion, slightly falling to $3.7 billion in 2010.<br />
Indicative <strong>of</strong> the increasing focus on intra-regional <strong>Africa</strong>n<br />
corporate expansion, outbound FDI flows equalled US$6<br />
billion (down from a historic high <strong>of</strong> US$8 billion in 2006)<br />
in 2007. South <strong>Africa</strong>n trans-nationals drove this positive<br />
trend accounting <strong>for</strong> over 80% <strong>of</strong> FDI outflows, although<br />
Egypt, Morocco, Liberia, Angola, Algeria and Nigeria also<br />
made significant investments in other countries on the<br />
continent. Most <strong>Africa</strong>n FDI outflows were in the extractive<br />
industries but banking, ICT, infrastructure, telecommunications<br />
and retail were also strong investment sectors 53 .<br />
Private capital and debt allocated <strong>for</strong> <strong>Africa</strong> continued to<br />
grow throughout the 2000s as well. Private equity and debt<br />
flows (i.e. portfolio bond flows and bank lending) by 2007<br />
reached an all time high <strong>of</strong> US$53 billion. Private equity<br />
capital raising, which was static at US$2.3 billion in 2006<br />
and 2007, increased to US$3.2 billion, brining the total<br />
funds invested through private equity to US$7.6 billion.<br />
South <strong>Africa</strong>’s private equity industry rose to roughly<br />
US$12.5 billion in funds under management at the end<br />
<strong>of</strong> 2007, representing 2.8% <strong>of</strong> GDP. The largest source <strong>of</strong><br />
private equity capital <strong>for</strong> South <strong>Africa</strong>n funds was from<br />
the United States which provided 64% <strong>of</strong> all private equity<br />
capital <strong>for</strong> <strong>Africa</strong> in 2007. South <strong>Africa</strong>n private equity<br />
activity reached 11 th place globally in 2007 rankings, the<br />
country’s highest placing ever. 54<br />
53 <strong>Africa</strong>n <strong>Economic</strong> Outlook, 2009 AfDB and OECD p. 41<br />
54 <strong>Africa</strong>n <strong>Economic</strong> Outlook, 2009 AfDB and OECD p. 42
In addition to economic re<strong>for</strong>m, peace and stability, and<br />
high commodity prices, the emergence <strong>of</strong> China as a major<br />
market <strong>for</strong> <strong>Africa</strong>n goods and commodities also helped bolster<br />
both manufacturing and natural resource investment.<br />
International banking activity in sub-Saharan <strong>Africa</strong><br />
nearly tripled between 2004 and 2007 when total <strong>for</strong>eign<br />
claims on sub-Saharan economies held by banks reporting<br />
to the Bank <strong>for</strong> International Settlements rose to roughly<br />
US$205 billion at the end <strong>of</strong> 2007. In addition, bond flows<br />
increased by US$7.13 billion between 2006 – 2007 as Nigeria<br />
(US$350 million), Ghana (US$750 million), Gabon<br />
(US$1 billion) and the Seychelles (US$200 million) issued<br />
international bonds <strong>for</strong> the first time. 55<br />
Portfolio equity flows to <strong>Africa</strong>’s equity markets also rose<br />
roughly 100% in 2006, doubling to US$15 billion although<br />
88% <strong>of</strong> these flows went to South <strong>Africa</strong>. Cote d’Ivoire,<br />
Botswana, Ghana, Kenya and Mauritius were the other<br />
exchanges to experience portfolio growth.<br />
In addition to increasing FDI and private capital flows, another<br />
important source <strong>of</strong> capital <strong>for</strong> <strong>Africa</strong>n countries over<br />
the past ten years has been <strong>for</strong>mal and in<strong>for</strong>mally transferred<br />
remittances from <strong>Africa</strong>n “Diasporans” based in North America<br />
and Europe, and from migrant workers on the continent.<br />
<strong>Africa</strong> today has over 30 million people in the Diaspora.<br />
Of all the world’s regions, however, <strong>Africa</strong>’s predominant<br />
migration is the most intra-regional although there is also<br />
significant international migration to <strong>for</strong>mer European<br />
colonial powers such as France, the United Kingdom <strong>of</strong><br />
Great Britain and Northern Ireland, the Netherlands and<br />
Italy, among other countries.<br />
Remittance flows to and within <strong>Africa</strong> approach US$40<br />
billion 56 . Countries in Northern <strong>Africa</strong> (i.e. Morocco,<br />
Algeria and Egypt) are the major remittance receivers on<br />
the continent, although Eastern <strong>Africa</strong>n countries depend<br />
most heavily on these flows, with Somalia standing out as<br />
particularly remittance dependent. For the entire region,<br />
annual average remittances per migrant reach almost<br />
US$1,200 and on a country-by-country average represent<br />
5 per cent <strong>of</strong> GDP and 27 per cent <strong>of</strong> exports.<br />
55 Macias, Jose and Massa, Isabela, The Global Financial Crisis and<br />
sub-Saharan <strong>Africa</strong>: The Effects <strong>of</strong> Slowing Private Capital Inflows on<br />
Growth, <strong>Africa</strong>n <strong>Economic</strong> Conference 2009, Addis Ababa, Ethiopia,<br />
AfDB and ECA, p.2<br />
56 www.ifad.org/remittances/maps/africa.htm<br />
4. <strong>NEPAD</strong> and the <strong>Africa</strong>n Private Sector Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Remittances to rural areas are significant and predominantly<br />
related to intra-regional migration, particularly in Western<br />
and Southern <strong>Africa</strong>. The mobility <strong>of</strong> <strong>Africa</strong>ns within these<br />
regions has been followed by the sending <strong>of</strong> regular amounts<br />
<strong>of</strong> money. Two thirds <strong>of</strong> West <strong>Africa</strong>n migrants in Ghana<br />
remit to rural areas in their countries <strong>of</strong> origin.<br />
However, when compared with other regions, money transfers<br />
to <strong>Africa</strong> are among the most problematic, mainly due<br />
to the two major challenges faced by the continent: high<br />
rates <strong>of</strong> in<strong>for</strong>mality, particularly within the continent, and<br />
a regulatory environment that favours monopolies. Consequently,<br />
transfer costs are higher and remittance senders<br />
obtain less value <strong>for</strong> their money. Most <strong>Africa</strong>n countries<br />
restrict outbound flows <strong>of</strong> money unless used <strong>for</strong> trading<br />
and money transfers to banking depositary institutions.<br />
As a result, in<strong>for</strong>mality emerges as a solution to the need<br />
to remit. Another effect, however, is the persistence <strong>of</strong> monopolies<br />
on transfers by banks and the few money transfer<br />
operators (MTOs). In all <strong>of</strong> Western <strong>Africa</strong>, <strong>for</strong> example,<br />
70 per cent <strong>of</strong> <strong>of</strong>ficial payments are handled by one MTO,<br />
which demands exclusivity in money transfers <strong>of</strong> the banks<br />
Since banks are the only entities allowed to pay money<br />
transfers, all <strong>of</strong>ficial flows end up being handled by a small<br />
group <strong>of</strong> financial institutions that rely on less than four<br />
MTOs. Migrants in South <strong>Africa</strong> are also faced with significant<br />
regulatory restrictions on sending money, and<br />
thus rely on in<strong>for</strong>mal networks. Because regulatory environments<br />
<strong>of</strong>ten prevent other non-banking financial<br />
institutions from making transfers, or restrict outbound<br />
transfers, financial access is also a casualty. As few institutions<br />
participate in the transfers, and banks do not cater to<br />
lower-income individuals, financial access among <strong>Africa</strong>n<br />
senders and recipients is relatively low. In some countries,<br />
<strong>for</strong> example South <strong>Africa</strong>, barriers to entry relate to legal<br />
status, thus disenfranchising migrants. Other countries,<br />
<strong>for</strong> example Kenya, are seeking to increase financial access<br />
by leveraging remittance transfers through the use<br />
<strong>of</strong> mobile telephony.<br />
In 2010, remittances to <strong>Africa</strong> totalled close to US$40<br />
billion. Dubbed DDI 57 (or Diaspora Direct Investment),<br />
these remittances were, in 2007, greater than overseas development<br />
assistance in Botswana, Cote d’Ivoire, Lesotho,<br />
57 Thomas, D. and Ardovino, M., Diaspora Direct Investment: The<br />
Untapped Resource <strong>for</strong> Development, U.S. Agency <strong>for</strong> International<br />
Development, May 19, 2009<br />
43
44 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Mauritius, Swaziland and Togo. Similarly, remittances<br />
were greater than FDI in Togo, Swaziland, Mauritius and<br />
Lesotho 58 .<br />
The improved macroeconomic environment, increased<br />
<strong>for</strong>eign direct investment, along with the significant Diaspora<br />
direct investment has created a continental economic<br />
environment within which <strong>Africa</strong>’s private sector has<br />
begun to grow.<br />
Although <strong>Africa</strong>n states have made significant ef<strong>for</strong>t to<br />
reduce the cost <strong>of</strong> doing business, streamline bureaucracy<br />
and taxation schemes, and provide incentives <strong>for</strong> <strong>Africa</strong>n<br />
enterprises to <strong>for</strong>mally engage in the economy, the in<strong>for</strong>mal<br />
and SME private sector components in <strong>Africa</strong> are very<br />
large, and growing.<br />
In fact, most <strong>Africa</strong>n enterprises fall within the category<br />
<strong>of</strong> being micro enterprises, small or very small and are<br />
individually owned and operated with the help <strong>of</strong> a few<br />
workers, who <strong>of</strong>ten are relatives. The in<strong>for</strong>mal sector represents<br />
42.3% <strong>of</strong> gross national income in sub-Saharan<br />
<strong>Africa</strong> and in<strong>for</strong>mal enterprises employ 78% <strong>of</strong> all workers<br />
on the continent.<br />
Despite the growing size <strong>of</strong> the in<strong>for</strong>mal sector and its<br />
value within national economies, there has actually been<br />
a decline in government assistance to the in<strong>for</strong>mal sector,<br />
as more ef<strong>for</strong>t has been invested in attracting <strong>for</strong>eign direct<br />
investment than in nurturing the <strong>for</strong>mal sector and encouraging<br />
these enterprises to <strong>for</strong>malize their operations.<br />
58 Nagarajan, Subha Impact <strong>of</strong> Global Financial Crisis on Remittance<br />
Flows in <strong>Africa</strong>, AfDB Development Research Brief, Development Research<br />
Department, Office <strong>of</strong> the Chief Economist, Number 4, May 2009<br />
Migrants’ remittances, annual, 2006-2010<br />
Access to infrastructure, processing and export zones<br />
most <strong>of</strong>ten are reserved <strong>for</strong> <strong>for</strong>eign investors rather than<br />
<strong>for</strong> <strong>Africa</strong>n in<strong>for</strong>mal enterprises. Yet, were <strong>Africa</strong>n nations<br />
to succeed in enabling the in<strong>for</strong>mal sector it would help<br />
them en<strong>for</strong>ce regulations to protect consumers, employees,<br />
the environment, and would significantly broaden the<br />
domestic tax base.<br />
According to a World Bank survey that assessed <strong>Africa</strong>n<br />
enterprises during the period from 2002-2006, small and<br />
medium sized <strong>for</strong>mal enterprises make up 81 percent <strong>of</strong> the<br />
<strong>Africa</strong>n private sector (51 percent are small and 31 percent<br />
are medium) and 80 percent <strong>of</strong> <strong>Africa</strong>n SMEs are located<br />
in capital cities or large cities with over 100,000 people.<br />
Roughly one fifth <strong>of</strong> these enterprises are majority owned<br />
by women. In middle income countries female ownership<br />
<strong>of</strong> SMEs is higher (23 percent) than in low-income <strong>Africa</strong>n<br />
countries (19 percent). The major areas <strong>of</strong> operation<br />
<strong>of</strong> <strong>Africa</strong>n SMEs are: agro industry, wood and furniture,<br />
metals and machinery, food, garments and textiles and<br />
plastic materials 59 .<br />
While increasingly since the late 1980s, <strong>Africa</strong> nations<br />
have supported the thesis that the private sector is a critical<br />
component to the achievement <strong>of</strong> growth and development,<br />
far less ef<strong>for</strong>t has been invested in growing domestic<br />
investment versus <strong>for</strong>eign direct investment.<br />
<strong>Africa</strong>’s domestic investment rates have remained low, in<br />
part because the continent’s domestic savings rate is also<br />
59 Sackey, H., Private Investment and Structural Trans<strong>for</strong>mation and<br />
Growth in <strong>Africa</strong>: Where do Small and Medium Sized Firms Stand?,<br />
<strong>Africa</strong>’s Development Challenges and Opportunities in the Global<br />
Arena, proceedings <strong>of</strong> the AEC held in Addis-Ababa, Ethiopia, November<br />
2007, pp. 380-385<br />
2006 2007 2008 2009 2010<br />
Developing economies: <strong>Africa</strong> 26495.77 36878.45 41385.17 38342.36 39746.75<br />
Eastern <strong>Africa</strong> 2113.47 2912.23 3456.33 3335.19 3585.78<br />
Middle <strong>Africa</strong> 163.77 204.18 198.86 182.13 183.02<br />
Northern <strong>Africa</strong> 15096.04 20007.19 22884.79 20653.83 21312.29<br />
Southern <strong>Africa</strong> 1327.94 1506.32 1479.18 1511.28 1790.32<br />
Western <strong>Africa</strong> 7794.55 12248.53 13366.01 12659.94 12875.34<br />
LDCs: <strong>Africa</strong> and Haiti 5360.28 7112.56 9249.20 8811.36 9169.72<br />
<strong>Africa</strong> excluding South <strong>Africa</strong> 25761.65 36044.90 40562.38 37440.10 38738.38<br />
Sub-Saharan <strong>Africa</strong> 12578.86 18640.42 21600.83 20747.36 21612.37
very low. From 2000 to 2004 the domestic savings rate as a<br />
percentage <strong>of</strong> GDP was 17% in Sub-Saharan <strong>Africa</strong> and 26%<br />
<strong>for</strong> North <strong>Africa</strong>. This compared to 21% <strong>for</strong> Latin America<br />
and the Caribbean and 35% <strong>for</strong> East Asia and the Pacific.<br />
Domestic investment between 1998 – 2001 was a paltry<br />
19.7% and rose only slightly to 20.1% between 2002-2005.<br />
By 2007 domestic investment had only risen to 22.1% by<br />
2007. Excluding North <strong>Africa</strong>, the figures declined to<br />
Selected Indicators <strong>of</strong> SMEs and Large Firms in <strong>Africa</strong>: 2002-2006<br />
4. <strong>NEPAD</strong> and the <strong>Africa</strong>n Private Sector Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
18.4%, 19.0% and 19.9% <strong>of</strong> GDP during the three time<br />
frames mentioned. In comparison, domestic investment<br />
in East Asia as a percentage <strong>of</strong> GDP was 31% in 2007. 60<br />
<strong>Africa</strong>’s leaders have slowly begun to acknowledge that<br />
they must do more than just establish an enabling environment,<br />
that they must actively provide direct assistance<br />
in key areas such as:<br />
60 <strong>Africa</strong>n Governance Report II, 2009, pp. 102<br />
Firm Level Indicators Small-Sized Firms Medium-Sized Firms Large-Sized Firms All-Firms<br />
Low<br />
Income<br />
<strong>Africa</strong><br />
Middle<br />
Income<br />
<strong>Africa</strong><br />
Low<br />
Income<br />
<strong>Africa</strong><br />
Middle<br />
Income<br />
<strong>Africa</strong><br />
Low<br />
Income<br />
<strong>Africa</strong><br />
Middle<br />
Income<br />
<strong>Africa</strong><br />
Low<br />
Income<br />
<strong>Africa</strong><br />
Firm Characteristics 13.4 13.4 17.9 17.8 22.5 24.7 16.1 16.9<br />
Firm’s age (years) 81.7 79.9 85.3 86.2 82.2 81.3 83.1 82.1<br />
Located in capital or large city (%) 8.9 19.8 6.7 13.7 7.1 18.7 8.2 18.4<br />
Located in medium size city (%) 9.4 0.3 8.0 0.1 10.7 0.0 8.3 0.1<br />
Local market share (%) 26.8 25.4 34.0 30.1 45.7 37.7 29.3 27.0<br />
National market share (%) 14.6 15..7 24.9 20.9 38.8 33.1 21.8 18.5<br />
Capacity Utilisation & Investment<br />
Capacity utilisation (%) 61.3 64.7 64.4 66.7 69.2 72.0 60.7 51.5<br />
Spending on machinery & buildings<br />
(% <strong>of</strong> sales) 9.1 11.3 13.8 6.6 13.5 8.3 10.7 8.8<br />
Employment Issues<br />
Middle<br />
Income<br />
<strong>Africa</strong><br />
Employment growth over the last 3<br />
years (%) 13.7 19.3 18.8 21.8 15.9 16.7 16.3 19.7<br />
Skilled production workers (%<br />
work<strong>for</strong>ce) 36.7 40.9 35.4 37.2 32.1 38.2 34.4 29.5<br />
Unskilled production workers (%<br />
work<strong>for</strong>ce) 32.3 31.5 35.5 37.2 40.2 37.1 32.5 27.0<br />
Non-production workers (%<br />
work<strong>for</strong>ce) 17.7 14.6 35.5 37.7 19.8 13.9 16.8 9.3<br />
Female share <strong>of</strong> skilled production<br />
workers (%) 11.6 16.9 18.5 15.3 19.4 27.0 15.7 22.7<br />
Female share <strong>of</strong> unskilled production<br />
workers (%) 17.3 24.2 16.1 20.5 25.0 27.3 20.2 26.9<br />
Female share <strong>of</strong> non-production<br />
workers (%) 30.9 40.6 19.5 26.8 28.5 37.2 28.3 28.7<br />
Human Capital Development<br />
Formal training incidence (%) 20.0 22.6 37.6 33.2 59.6 59.9 31.6 27.0<br />
Permanent skilled workers receiving<br />
training (%) 13.9 25.2 15.8 22.3 20.0 32.1 14.1 17.7<br />
Note: Middle Income Countries: Algeria, Botswana, Egypt, Kenya, Mauritius, Morocco, South <strong>Africa</strong>; Low Income Countries: Angola, Benin, Burkina<br />
Faso, Burundi, Cameroon, Cape Verde, Dem. Rep. <strong>of</strong> Congo, Ethiopia, Eritrea, Guinea-Bissau, Lesotho, Madagascar, Malawi, Mali, Mauritania,<br />
Namibia, Niger, Senegal, Swaziland, Tanzania, Uganda, Zambia<br />
Source: World Bank Enterprises Survey sata, 2002-2006, Sackey H., Private Investment and Structural Trans<strong>for</strong>mation and Growth in <strong>Africa</strong> 2009<br />
45
46 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
ӹ Protecting property rights and en<strong>for</strong>cing business<br />
contracts,<br />
ӹ Ensuring competition,<br />
ӹ Treating the private sector as an effective and legitimate<br />
partner in promoting sustainable growth, development<br />
and poverty eradication,<br />
ӹ Simplifying the tax systems and providing incentives<br />
<strong>for</strong> investors,<br />
ӹ Creating specific institutions to facilitate development<br />
<strong>of</strong> the private sector,<br />
ӹ Improving access to infrastructure and finance,<br />
ӹ Providing training and support <strong>for</strong> entrepreneurship<br />
ӹ Reducing the burden and cost <strong>of</strong> doing business.<br />
However, there has been a significant gap between policy<br />
<strong>for</strong>mulation and implementation and even when policies<br />
and strategies have been sound, a lack <strong>of</strong> capacity has<br />
thwarted ef<strong>for</strong>ts to effectively and efficiently deliver on<br />
private sector development programmes and initiatives.<br />
The <strong>Africa</strong>n Governance Report II 2009 notes that across<br />
eleven areas <strong>of</strong> focus related to <strong>Africa</strong>n government per<strong>for</strong>mance<br />
in supporting the private sector, the initiatives<br />
and more, accurately, the depth, capacity and sustainability<br />
2009 AFRICAN BUSINESS TOP 500 – ENERGY COMPANIES<br />
<strong>of</strong> the implementation ef<strong>for</strong>ts were typically weak and the<br />
results inconsistent.<br />
Against this back drop <strong>of</strong> a vast and growing <strong>Africa</strong>n<br />
in<strong>for</strong>mal business sector, a large urban concentrated SME<br />
sector, and a well meaning but ineffective ef<strong>for</strong>t on the part<br />
<strong>of</strong> government to invest and provide technical assistance<br />
and real opportunity <strong>for</strong> the private sector, there is also<br />
the growing phenomenon <strong>of</strong> the <strong>Africa</strong>n trans-national.<br />
This phenomenon has been fuelled largely by the <strong>Africa</strong>n<br />
expansion appetite <strong>of</strong> South <strong>Africa</strong>n companies since<br />
democratic elections were held in 1994.<br />
<strong>Africa</strong> focused publications such as the <strong>Africa</strong> Report and<br />
<strong>Africa</strong>n Business have been chronicling the rise <strong>of</strong> <strong>Africa</strong>’s<br />
business titans in annual lists <strong>of</strong> top companies across the<br />
continent. While the top companies in either magazine’s<br />
list disproportionately feature South <strong>Africa</strong>n companies<br />
among the top 100 companies, it is significant to note that<br />
north <strong>Africa</strong> and South <strong>Africa</strong> have a number <strong>of</strong> financial,<br />
construction, engineering, media, telecommunications,<br />
food, beverage and agribusiness corporations that operate<br />
trans-nationally in <strong>Africa</strong> and <strong>of</strong>ten beyond. 61<br />
61 See Appendix B – <strong>Africa</strong> Report Top 500 Companies and <strong>Africa</strong>n<br />
Business Top 200 Companies<br />
RANK IN 500 COMPANY COUNTRY TURNOVER US ($bn)<br />
1 SONATRACH ALGERIA $67.63<br />
2 SONANGOL ANGOLA $17.00<br />
27 SAMIR MOROCO $4.11<br />
36 NAFTAL ALGERIA $3.24<br />
54 SOC.IVOIR.DE REGGINAGE COTE D’IVOIRE $2.33<br />
55 SOC.TUN.DES IND.DE.RAFF TUNISIA $2.25<br />
58 SOC.NAT.LE DE RAFF. DU PETR ALGERIA $2.09<br />
72 SOCIETE NAT.H’CARBS CAMEROON $1.57<br />
76 OANDO NIGERIA $1.50<br />
79 TOTAL GABON CABON $1.46
2009 AFRICAN BUSINESS TOP 500 – TELECOMS COMPANIES<br />
4. <strong>NEPAD</strong> and the <strong>Africa</strong>n Private Sector Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
RANK IN 500 COMPANY COUNTRY TURNOVER US ($bn)<br />
5 MTN GROUP SOUTH AFRICA $10.83<br />
7 SONANGOLTELKOM SOUTH AFRICA $8.33<br />
9 VODACOM GROUP SOUTH AFRICA $7.13<br />
15 VODACOM SOUTH AFRICA SOUTH AFRICA $6.39<br />
20 ORASCIN TELCOM EGYPT $4.91<br />
25 MTN SOUTH AFRICA SOUTH AFRICA $4.18<br />
31 MAROC TELECOM MOROCO $3.60<br />
41 MTN NIGERIA NIGERIA $3.00<br />
64 TELECOM EGYPT EGYPT $1.82<br />
65 ORASCOM TEL.ALGERIE ALGERIA $1.76<br />
2009 AFRICAN BUSINESS TOP 500 – POWER & WATER COMPANIES<br />
RANK IN 500 COMPANY COUNTRY TURNOVER US ($bn)<br />
13 ESKOM SOUTH AFRICA $6.58<br />
56 OFFICE NAT.DE LE’ELECTRICITE MOROCCO $2.23<br />
57 SOC.NAT.DE L’ELEC. ET GAZ ALGERIA $2.09<br />
98 SOC.TUN.DE L’ELEC. ET GAZ TUNISIA $1.19<br />
172 LYONNAISE DES EAUX DE CASABLANCA MOROCCO $0.66<br />
185 RAND WATER SOUTH AFRICA $0.61<br />
206 COMP.IVOIRIENNE D’ELECTRICITE COTE D IVOIRE $0.52<br />
235 SOC. NATIONALE D’ELECTRICITE SENEGAL $0.42<br />
239 OFF.NAT.DE L’EAU POTABLE MOROCCO $0.41<br />
246 KENYA POWER AND LIGHTING KENYA $0.39<br />
2009 AFRICAN BUSINESS TOP 500 – TRANSPORT & TOURISM COMPANIES<br />
RANK IN 500 COMPANY COUNTRY TURNOVER US ($bn)<br />
22 TRASNET SOUTH AFRICA $4.45<br />
26 SUEZ CANAL AUTHORITY EGYPT $4.16<br />
33 SOUTH AFRICAN AIRWAYS SOUTH AFRICA $3.33<br />
50 GRINDROD SOUTH AFRICA $2.53<br />
62 UNITRANS SOUTH AFRICA $1.93<br />
75 ROYAL AIR MAROC MOROCCO $1.52<br />
91 EGYPTIAN AIRLINES EGYPT $1.27<br />
112 SUN INTERNATIONAL SOUTH AFRICA $1.03<br />
120 KENYA AIRWAYS KENYA $0.96<br />
132 NATIONAL PORTS AUTHORITY SOUTH AFRICA $0.88<br />
47
48 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
2009 AFRICAN BUSINESS TOP 500 – AGRO INDUSTRY COMPANIES<br />
RANK IN 500 COMPANY COUNTRY TURNOVER US ($bn)<br />
17 SAPPI SOUTH AFRICA $5.30<br />
29 SAB MILLER SOUTH AFRICA SOUTH AFRICA $3.96<br />
53 TIGER BRANDS SOUTH AFRICA $2.40<br />
66 PIONEER FOODS GROUP SOUTH AFRICA $1.73<br />
71 ALTADIS MAROC MOROCCO $1.58<br />
74 CEVITAL ALGERIA $1.55<br />
100 DISTELL GROUP SOUTH AFRICA $1.18<br />
102 AFGRI SOUTH AFRICA $1.15<br />
116 ILLOVO SUGAR SOUTH AFRICA $1.01<br />
119 NIGERIAN BREWERIES NIGERIA $0.96<br />
What is missing in <strong>Africa</strong>, even in South <strong>Africa</strong>, whose<br />
economy comprises 40% <strong>of</strong> the <strong>Africa</strong>n economy, is a<br />
robust and dynamic tier <strong>of</strong> medium sized enterprises. The<br />
10% <strong>of</strong> the private sector represented by <strong>Africa</strong>’s transnationals<br />
easily account <strong>for</strong> nearly 50% <strong>of</strong> gross domestic<br />
production. Supporting private sector enterprise growth<br />
and development is where the opportunity – and greatest<br />
challenges lie.<br />
An additional component <strong>of</strong> the <strong>Africa</strong>n private sector that<br />
has historically been being under resourced and lacking<br />
adequate capacity is the sector comprised <strong>of</strong> organized<br />
business bodies on the continent. However, in the past<br />
fifteen years, significant ef<strong>for</strong>t has been undertaken to<br />
strengthen <strong>Africa</strong>n chambers <strong>of</strong> commerce, and also <strong>Africa</strong>n<br />
trade, sector and pr<strong>of</strong>essional associations.<br />
The ef<strong>for</strong>ts begun in the late 1980s to promote private sector<br />
involvement in economic development, also suggested that<br />
in addition to adhoc and in<strong>for</strong>mal consultations between<br />
private sector and government, there should be <strong>for</strong>mal<br />
mechanisms <strong>for</strong> engagement that <strong>of</strong>fered membership in<br />
economic and social councils.<br />
While some countries embraced this concept and established<br />
designated <strong>for</strong>ums to help foster public-private<br />
dialogue and partnership, (including Ghana, Botswana,<br />
Senegal, Malawi and Tanzania) most <strong>Africa</strong>n countries<br />
have not instituted such structures nor consistently worked<br />
to include their private sectors in their economic decision<br />
making programmes.<br />
Yet, organized business across <strong>Africa</strong> is continuing to grow,<br />
and beyond just national structures, increasingly, regional<br />
structures (<strong>of</strong>ten aligned with the regional economic communities)<br />
are <strong>for</strong>ming to ensure that <strong>Africa</strong>n private sector<br />
voices are heard as policies are developed and their related<br />
interests are taken into consideration during deliberation<br />
about economic policy and programmes.<br />
Furthermore, a few business structure are also aligning<br />
national apex organs to be able to develop a coherent pan-<br />
<strong>Africa</strong>n voice to engage with organs such as the <strong>Africa</strong>n<br />
Union and <strong>NEPAD</strong> and to interface with bilateral business<br />
groups such as the U.S.’ Corporate Council on <strong>Africa</strong> and<br />
France’s CIAN.<br />
In November 2008, the UN <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong><br />
<strong>Africa</strong> helped facilitate the All <strong>Africa</strong>n Chambers <strong>of</strong> Commerce<br />
Conference, a continental gathering <strong>of</strong> national apex<br />
chambers <strong>of</strong> commerce from the Democratic Republic <strong>of</strong><br />
Congo, Ethiopia, Ghana, Libya, Nigeria, South <strong>Africa</strong> and<br />
Tanzania (and representatives <strong>of</strong> chambers from Burkina<br />
Faso, Burundi, Kenya, Lesotho, Madagascar, Mozambique,<br />
Sierra Leone, Sudan, Swaziland, Uganda and Zimbabwe)<br />
under the theme “Private Sector: A Venue <strong>for</strong> <strong>Africa</strong>n<br />
Renaissance”.<br />
The aim <strong>of</strong> the conference was to see how best to resuscitate<br />
the Federation <strong>of</strong> <strong>Africa</strong>n Chambers <strong>of</strong> Commerce and<br />
Industry, Agriculture and Pr<strong>of</strong>essions organ that had been<br />
established in Egypt in 2005, but which was effectively<br />
moribund having never convened a <strong>for</strong>mal annual general<br />
meeting nor engaged in any operating programmes. The<br />
aim <strong>of</strong> this meeting was to develop an organ that would<br />
serve as “one plat<strong>for</strong>m, one voice, and one vision <strong>of</strong> the<br />
<strong>Africa</strong>n national chambers”. The <strong>Africa</strong>n Union along with<br />
the UNECA participated in the conference as observers.
Out <strong>of</strong> this <strong>for</strong>um an Interim Steering Committee was<br />
established with South <strong>Africa</strong> elected as Chair, Nigeria<br />
Deputy Chair and Ethiopia serving as Secretary. Indeed,<br />
the Ethiopian Chamber <strong>of</strong> Commerce and Sectoral Associations<br />
was nominated to serve as the organ’s Secretariat.<br />
The Ethiopian government has agreed to provide the body,<br />
renamed the Pan <strong>Africa</strong>n Chambers <strong>of</strong> Commerce (PA-<br />
CoC), with <strong>of</strong>fice space and the AU and UNECA have<br />
pledged to continue <strong>of</strong>fering support as observers <strong>of</strong> the<br />
process.<br />
One <strong>of</strong> the oldest pan-regional business bodies on the<br />
continent, and arguably the body that has been most active<br />
in the <strong>NEPAD</strong> process to date is the <strong>Africa</strong>n Business<br />
Roundtable. Headquartered in Nigeria, the organ is<br />
comprised <strong>of</strong> leading <strong>Africa</strong>n business men and women<br />
and was established in the late 1980s and early 1990s by<br />
the <strong>for</strong>mer president <strong>of</strong> the <strong>Africa</strong>n Development Bank,<br />
Mr. Babacar Ndiaye. The aim <strong>of</strong> the ABR in its early days<br />
was to serve as an advocacy body <strong>for</strong> the <strong>Africa</strong>n private<br />
sector and as a body <strong>of</strong> <strong>Africa</strong>n business ambassadors with<br />
whom international business bodies could engage as they<br />
pursued joint venture and FDI and private sector support<br />
programmes in <strong>Africa</strong>.<br />
As the convening founder and Secretariat <strong>of</strong> the <strong>NEPAD</strong><br />
Business Group, the ABR remains active in promoting<br />
issues related to private sector involvement in <strong>Africa</strong>’s<br />
economic development processes and enjoys an influential<br />
relationship with pan-<strong>Africa</strong>n organs such as the <strong>Africa</strong>n<br />
Development Bank and the <strong>Africa</strong>n Union, in addition<br />
to <strong>NEPAD</strong>.<br />
Beyond the pan-<strong>Africa</strong>n business organs, the Regional<br />
<strong>Economic</strong> Communities have been instrumental over the<br />
past five years in bringing together the private sector in<br />
their respective regions to engage on matters <strong>of</strong> regional<br />
integration and strategy. These regionally focused private<br />
sector bodies have also increasingly sought to facilitate<br />
intra-regional trade, advocate <strong>for</strong> regulatory harmonisation,<br />
and increase the voice <strong>of</strong> industry in government<br />
decision making processes at both the national and subregional<br />
levels. Examples <strong>of</strong> some <strong>of</strong> these organizations<br />
include: the East <strong>Africa</strong> Business Council, the COMESA<br />
Business Council, the SADC Business Council and SADC<br />
Business Forum, The IGAD Business Forum, The West <strong>Africa</strong><br />
Business Association, the ECOWAS Business Forum,<br />
and the West <strong>Africa</strong> Chamber <strong>of</strong> Commerce and Industry.<br />
4. <strong>NEPAD</strong> and the <strong>Africa</strong>n Private Sector Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
However, the challenge with many <strong>of</strong> these regional organs<br />
is that they <strong>of</strong>ten are resource constrained and where not<br />
resource constrained represent a comparatively small<br />
constituency <strong>of</strong> trans-regionally active companies. Yet, as<br />
they provide a unique perspective about where business<br />
impeding red tape, government corruption and bureaucracies<br />
lie, they can <strong>of</strong>fer valuable analysis to regional<br />
economic communities about the member states and as<br />
such, are valuable allies to those working on matters <strong>of</strong><br />
regional integration.<br />
The 2006 analysis on regional integration in <strong>Africa</strong> conducted<br />
by the <strong>Africa</strong>n Union and the <strong>Economic</strong> <strong>Commission</strong><br />
<strong>for</strong> <strong>Africa</strong> and entitled “Assessing Regional Integration<br />
in <strong>Africa</strong> II: Rationalizing Regional <strong>Economic</strong><br />
Communities” 62 found that respondents to the study noted<br />
the following:<br />
“. . . [T]oday the role <strong>of</strong> the private sector in regional integration<br />
is growing. . .. One area where the private sector<br />
can have a positive impact is political decision-making at<br />
the national and regional levels. A well organized private<br />
sector can participate in policy <strong>for</strong>mation, provide advice<br />
to governments, and lobby <strong>for</strong> continued implementation<br />
<strong>of</strong> positive re<strong>for</strong>ms. In this respect, it is important <strong>for</strong> the<br />
private sector to be active in conceptualizing, designing,<br />
<strong>for</strong>mulating and adopting integration programmes. By<br />
providing human and financial resources <strong>for</strong> regional<br />
projects, the private sector also creates jobs, increases<br />
market size, and includes positive externalities, including<br />
technological spill-overs. With the right conditions and<br />
support, the private sector can generate the wealth needed<br />
to stimulate growth and finance regional projects . . . ”<br />
The study further noted that the principal mechanisms<br />
that were used <strong>for</strong> involving the private sector in regional<br />
integration processes were:<br />
ӹ Periodic meetings with the private sector – 84% <strong>of</strong><br />
respondents<br />
ӹ Trade fairs – 68% <strong>of</strong> respondents<br />
ӹ Specific regulation and policy <strong>for</strong>ums – 56% <strong>of</strong><br />
respondents<br />
ӹ Training and seminar programmes – 56% <strong>of</strong> respondents<br />
ӹ National debates and policy <strong>for</strong>ums – 48% <strong>of</strong> respondents<br />
ӹ Exchange programmes – 20% <strong>of</strong> respondents<br />
62 ARIA II: Rationalizing <strong>Economic</strong> Communities, UNECA and AfDB,<br />
2006, pp.86-88<br />
49
50 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
However, the study also noted that the institutional mechanisms<br />
<strong>for</strong> cooperation between the public and private<br />
sectors at the national level need to be deepened and bottlenecks<br />
that hinder development <strong>of</strong> trans-national corporations<br />
need to be addressed. Toward this end, it was<br />
suggested that regional economic community treaties<br />
and protocols should be reviewed (and amended where<br />
necessary) to ensure that the private sector is explicitly<br />
mentioned.<br />
In addition to increasing ef<strong>for</strong>ts to organize <strong>Africa</strong>’s private<br />
sector through national apex bodies, regional organs,<br />
and at the continental level, another, equally important,<br />
• The Maritime Organization <strong>of</strong> West and Central <strong>Africa</strong><br />
• The Ports Management Association <strong>of</strong> West and Central <strong>Africa</strong><br />
• The Association <strong>of</strong> <strong>Africa</strong>n Shipping Lines<br />
• The Union <strong>of</strong> <strong>Africa</strong>n Shippers Councils<br />
• The Southern <strong>Africa</strong>n Rail Association<br />
• The <strong>Africa</strong>n Union <strong>of</strong> Railways<br />
• The Group <strong>of</strong> <strong>Africa</strong>n Member Associations <strong>of</strong> the International<br />
Federation <strong>of</strong> Consulting Engineers<br />
• The <strong>Africa</strong>n Federation <strong>of</strong> Construction Contractors<br />
• The <strong>Africa</strong>n Wind Energy Association<br />
• The <strong>Africa</strong>n Airlines association<br />
• The <strong>Africa</strong>n Telecommunications Union<br />
With the launch <strong>of</strong> the <strong>NEPAD</strong> Business Group in 2003,<br />
a number <strong>of</strong> <strong>Africa</strong>n countries also established <strong>NEPAD</strong><br />
oriented business bodies. The initial <strong>NEPAD</strong> Business<br />
Group was in fact an apex body, chaired by the <strong>Africa</strong>n<br />
Business Roundtable and comprised <strong>of</strong> <strong>Africa</strong> interested<br />
business associations from Europe, North America and<br />
<strong>Africa</strong>. In the initial brochure <strong>of</strong> the organ, the members<br />
were presented as follows:<br />
ӹ <strong>Africa</strong>n Business Roundtable (ABR) – The ABR was set<br />
up in 1990 by the <strong>Africa</strong> Development Bank (ADB). It is<br />
committed to strengthening the <strong>Africa</strong>n private sector.<br />
The ABR is dedicated to fostering sustainable economic<br />
growth and social development in <strong>Africa</strong> through helping<br />
to create a conducive business environment <strong>for</strong><br />
responsible private sector investment and promoting<br />
intra-<strong>Africa</strong>n trade and investment. It is the <strong>for</strong>emost<br />
pan-<strong>Africa</strong>n business organisation and has five regional<br />
Chapters and an International Chapter.<br />
ӹ International Chamber <strong>of</strong> Commerce (ICC) – The ICC<br />
is the world’s business organisation and the only representative<br />
body that speaks with authority on behalf <strong>of</strong><br />
enterprises from all sectors in every part <strong>of</strong> the world.<br />
ӹ Commonwealth Business Council – The CBC works<br />
to promote trade and investment throughout the<br />
phenomena is underway among <strong>Africa</strong>n pr<strong>of</strong>essionals who<br />
have begun to organize themselves regionally and in a<br />
few instances, continentally, around their pr<strong>of</strong>essions and<br />
sectors. These <strong>for</strong>ums are beginning to aggregate <strong>Africa</strong>n<br />
technical expertise and to serve as important knowledge<br />
gathering and disseminating vehicles and unique skills<br />
development resources. Furthermore, they are also helping<br />
to establish expanded trans-national capacity <strong>for</strong> <strong>Africa</strong>n<br />
private sector participation in larger initiatives through<br />
their ef<strong>for</strong>ts to help members syndicate opportunities and<br />
<strong>for</strong>m project focused joint ventures.<br />
Such organizations include the following:<br />
• The <strong>Africa</strong>n Federation <strong>of</strong> In<strong>for</strong>mation and Communications<br />
Technology Associations<br />
• The <strong>Africa</strong>n ISP Association<br />
• The Eastern and Southern <strong>Africa</strong>n Federation <strong>of</strong> Accountants<br />
• The <strong>Africa</strong>n Federation <strong>of</strong> Clinical Chemistry<br />
• The <strong>Africa</strong>n Federation <strong>of</strong> Hospital Associations<br />
• The <strong>Africa</strong>n Federation <strong>of</strong> Women Entrepreneurs<br />
• The Southern <strong>Africa</strong>n Confederation <strong>of</strong> Agricultural Unions<br />
• The <strong>Africa</strong>n Venture Capital Association<br />
• The <strong>Africa</strong>n Capital Markets Association<br />
• The COMESA Bankers Association<br />
• The SADC Bankers Association<br />
• The West <strong>Africa</strong>n Bankers Association<br />
Commonwealth. It was set up in 1997 with the support<br />
<strong>of</strong> Commonwealth Heads <strong>of</strong> Government. The<br />
CBC has 150 corporate members, and over 2000 small<br />
and medium company associates.<br />
ӹ The Forum Francophonie des Affairs (FFDA) – The FFDA<br />
is an international organisations promoting business<br />
and investment opportunities in francohphone markets<br />
across 50 countries and 5 continents.<br />
ӹ The Business Humanitarian Forum (BHF) – The BHF’s<br />
purpose is to encourage dialogue and mutual support<br />
between the business and humanitarian communities,<br />
based on their common interests in the stability, prosperity<br />
and democratic evolution <strong>of</strong> developing societies<br />
and countries in transition. The Business Humanitarian<br />
Forum was founded based on <strong>for</strong>mer UN Secretary-General<br />
K<strong>of</strong>i Annan’s vision <strong>of</strong> bringing business<br />
partners together with humanitarian organisations to<br />
rebuild infrastructures and jointly resolve humanitarian<br />
problems. The BHF is headquartered in Geneva and its<br />
contact group includes all Geneva-based international<br />
organisations and multinational businesses.<br />
ӹ Conseil Francais des Investisseurs en Afrique (CIAN) –<br />
The CIAN is the French Council <strong>of</strong> Investors in <strong>Africa</strong>,<br />
a private sector organisation, grouping together more
than 100 companies and representing about 80% <strong>of</strong> all<br />
French firms invested or operating in <strong>Africa</strong>.<br />
ӹ Corporate Council on <strong>Africa</strong> (CCA) – The CCA is the<br />
leading US private sector organisation representing<br />
US business interests in <strong>Africa</strong> <strong>for</strong>med in 1992 with<br />
approximately 180 US corporate members. CCA is<br />
involved in promoting investment and trade opportunities<br />
in <strong>Africa</strong> and liaising with the U administration<br />
on policy matters on <strong>Africa</strong>.<br />
ӹ The British <strong>Africa</strong> Business Association (BABA)<br />
– The BABA was founded in 1995, and is a federal<br />
grouping <strong>of</strong> three major business associations<br />
in UK whose main focus is to facilitate investment<br />
and trade with sub-Saharan <strong>Africa</strong> via:<br />
The Eastern <strong>Africa</strong> Association (EAA), The Southern <strong>Africa</strong><br />
Business Association (SABA) and The West <strong>Africa</strong><br />
Business Association (WABA). The objective <strong>of</strong> BABA<br />
is to facilitate co-operation between the three member<br />
organisations and act on their behalf on matters <strong>of</strong><br />
common interest as appropriate in London, Brussels,<br />
Washington and in <strong>Africa</strong>.<br />
ӹ The International Business Leaders Forum (IBLF) – The<br />
Forum works strategically with business, civil society<br />
and the public sector in transition and emerging<br />
economies in order to achieve socially, economically<br />
and environmentally sustainable development.<br />
ӹ The Business Council Europe <strong>Africa</strong> Mediterranean<br />
(BCEAM) –Through its members organizations,<br />
BCEAM represents some 1,500 European Union companies<br />
with interests in the <strong>Africa</strong>n continent, from the<br />
Mahgreb to South <strong>Africa</strong>, and represents over 3,000,000<br />
employees. The activities <strong>of</strong> BCEAMs member companies<br />
cover the complete range <strong>of</strong> commerce and industry,<br />
including, agriculture, mining, transport, banking<br />
and the service sectors. At present BCEAM groups all<br />
existing EU employers’ Associations <strong>of</strong> the private sector<br />
that specialise in developing economic relationships<br />
with <strong>Africa</strong>n countries.<br />
ӹ The Pan-<strong>Africa</strong>n Employers Confederation (PEC) – PEC<br />
is the grouping <strong>of</strong> all employers associations across<br />
<strong>Africa</strong> with representation in 39 countries on the continent.<br />
As the regional representative <strong>of</strong> the international<br />
organisation <strong>of</strong> employers network, it works closely<br />
with over 135 national employers’ organisations from<br />
131 countries.<br />
ӹ The Canadian Council on <strong>Africa</strong> (CCoA) – The Canadian<br />
Council was founded in May 2002. The Canadian<br />
Council represents the Canadian private sector and<br />
4. <strong>NEPAD</strong> and the <strong>Africa</strong>n Private Sector Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
engages with the Canadian government on <strong>Africa</strong> trade,<br />
investment and development issues.<br />
While the <strong>NEPAD</strong> Business Group, as a collective, has<br />
not to date initiated many programmes, the individual<br />
members in their own capacities have continued to focus<br />
on facilitating trade and investment with <strong>Africa</strong> on behalf<br />
<strong>of</strong> their constituents and have indeed promoted <strong>NEPAD</strong><br />
(particularly the STAP projects) as a vehicle through which<br />
their members can engage with <strong>Africa</strong>n business and government<br />
partners <strong>for</strong> mutually beneficial gain.<br />
Also, in addition to the various chambers <strong>of</strong> commerce<br />
and sector and pr<strong>of</strong>essional associations and organizations<br />
mentioned above, including the original <strong>NEPAD</strong> Group,<br />
in a handful <strong>of</strong> <strong>Africa</strong>n countries there are also <strong>NEPAD</strong><br />
specific business entities:<br />
ӹ <strong>NEPAD</strong> Business Foundation – South <strong>Africa</strong><br />
ӹ <strong>NEPAD</strong> Business Group – Nigeria<br />
ӹ <strong>NEPAD</strong> Business Group – Cote d’Ivoire<br />
ӹ <strong>NEPAD</strong> Business Group – Benin<br />
In terms <strong>of</strong> assessing the progress that has been made in<br />
incorporating the <strong>Africa</strong>n private sector into the activity<br />
<strong>of</strong> <strong>NEPAD</strong>, nearly since the inception <strong>of</strong> the initiative<br />
there have been annual dialogues held in various regions<br />
across <strong>Africa</strong> and outside <strong>of</strong> <strong>Africa</strong> about how the <strong>Africa</strong>n<br />
private sector can engage in the <strong>NEPAD</strong> implementation<br />
programme 63 .<br />
Continuously the findings have been that the <strong>Africa</strong>n<br />
private sector, individually as enterprises, and collectively<br />
through organized business bodies (chambers and sector/<br />
pr<strong>of</strong>essional organs) is not that well in<strong>for</strong>med about<br />
<strong>NEPAD</strong>, generally, nor about <strong>NEPAD</strong> projects, initiatives<br />
and related business and engagement opportunities, more<br />
specifically.<br />
National <strong>NEPAD</strong> “focal points” in most countries have<br />
<strong>of</strong>ten been sorely under-resourced and there have been<br />
few institutionalized mechanisms <strong>for</strong> engagement and<br />
communication facilitation between AU member states<br />
and their private sectors.<br />
The regional nature <strong>of</strong> <strong>NEPAD</strong> projects and the predominantly<br />
domestic focus <strong>of</strong> the majority <strong>of</strong> <strong>Africa</strong>n private<br />
63 See page 6<br />
51
52 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
sector enterprises, also has meant that the organized business<br />
bodies that represent the majority <strong>of</strong> <strong>Africa</strong>’s <strong>for</strong>mal<br />
and in<strong>for</strong>mal business sector on the continent, do not<br />
focus much on promoting <strong>NEPAD</strong> nor do they have any<br />
particular policies to engage with the <strong>NEPAD</strong> processes.<br />
Where there are regionally organized business institutions,<br />
some attention has been focused on <strong>NEPAD</strong>, but, again<br />
without specific mechanisms to engage in the <strong>NEPAD</strong><br />
processes, interaction regarding project implementation<br />
has been limited, if existent at all.<br />
In some cases, there have been projects included in the<br />
<strong>NEPAD</strong> Short Term Action Plan that had been under<br />
development prior to <strong>NEPAD</strong> and some <strong>of</strong> these involved<br />
private interests, but it such instances it would be a bit<br />
disingenuous to state that the private sector got involved<br />
in these initiatives “because” <strong>of</strong> the <strong>NEPAD</strong> process.<br />
In addition, nearly all <strong>of</strong> the discussions to date about<br />
the <strong>Africa</strong>n private sector’s “role” vis-à-vis <strong>NEPAD</strong> have<br />
focused on what contribution the private sector can make<br />
to <strong>NEPAD</strong> as an investor in infrastructure – rather than<br />
what growth and development opportunities can be created<br />
through <strong>NEPAD</strong> to support and create business<br />
opportunities <strong>for</strong> the <strong>Africa</strong>n private sector. Yet, while<br />
the <strong>Africa</strong>n private sector, to some degree, via PPPs and<br />
where domestic capital can be leveraged, can participate<br />
financially in <strong>Africa</strong>n infrastructure projects and other<br />
enterprise development related components <strong>of</strong> <strong>NEPAD</strong>,<br />
more opportunities actually exist <strong>for</strong> the private sector<br />
to serve service or implementing partners in the <strong>NEPAD</strong><br />
process versus as a direct investor.<br />
In the AU/<strong>NEPAD</strong> 2010-2015 <strong>Africa</strong>n Action Plan, four<br />
stages <strong>of</strong> intervention have been identified vis-à-vis the<br />
design, development, and implementation <strong>of</strong> <strong>NEPAD</strong><br />
projects 64 :<br />
ӹ Stage 1: programme/ project identification;<br />
ӹ Stage 2: feasibility/ needs assessment;<br />
ӹ Stage 3: programme/ project structuring and promotion;<br />
and<br />
ӹ Stage 4: implementation and operations)<br />
64 AU/<strong>NEPAD</strong> <strong>Africa</strong>n Action Plan 2010-2015: Advancing Regional<br />
and Continental Integration in <strong>Africa</strong> – Strategic Overview Oct. 16,<br />
2009, p. 6-7<br />
All four stages <strong>of</strong>fer various consulting, advisory, finance,<br />
skills development/ transfer, and/or procurement opportunities.<br />
Yet, in the various focus group and conferences<br />
held to date to review <strong>NEPAD</strong> implementation practice<br />
over the past tenyears, very few opportunities have been<br />
strategically reserved <strong>for</strong> the <strong>Africa</strong>n private sector nor<br />
has the <strong>Africa</strong>n private sector had adequate in<strong>for</strong>mation<br />
to consistently pursue these opportunities as they arise.<br />
Furthermore, in many instances the presumption appears<br />
to have been that the <strong>Africa</strong>n private sector did not possess<br />
the wherewithal to successfully undertake the regional<br />
projects and programmes designed within the <strong>NEPAD</strong><br />
framework.<br />
Also, the fact that much <strong>of</strong> the funding <strong>for</strong> <strong>NEPAD</strong> to date<br />
has come from <strong>for</strong>eign donors has meant that much <strong>of</strong> the<br />
implementation <strong>of</strong> <strong>NEPAD</strong> projects has gone to contractors<br />
with a strong nexus to the bilateral donor country or to<br />
contractors already registered with multilateral institutions<br />
such as the World Bank, the U.N. agencies, and the<br />
European Union, the majority <strong>of</strong> which are not <strong>Africa</strong>n<br />
owned private enterprises. Even with <strong>Africa</strong>n institutions<br />
such as the <strong>Africa</strong>n Development Bank, given the strong<br />
non-regional member country presence and contribution<br />
to the AfDB, many if not the majority <strong>of</strong> the contractors in<br />
the Bank’s database <strong>of</strong> approved consultants and contractors<br />
are non-<strong>Africa</strong>n.<br />
Beyond serving as an advisor, consultant, contractor, financier,<br />
or other supplier on a project, it was also pointed<br />
out in the various <strong>for</strong>a held on the subject <strong>of</strong> the private<br />
sector’s role within <strong>NEPAD</strong> that the private sector can also<br />
play an important role in the policy advocacy realm and<br />
help government address policy issues that can facilitate<br />
the growth and expansion <strong>of</strong> important sectors – such as<br />
the tourism, agriculture, infrastructure, finance and export<br />
sectors. Similarly, within the APRM process, the private<br />
sector can provide important insight during deliberations<br />
about economic and public sector governance matters.<br />
Through special purpose / ventures that combine their<br />
capacity, or as local joint venture partners <strong>of</strong> international<br />
firms, the <strong>Africa</strong>n private sector can yet play an important<br />
role in implementing <strong>NEPAD</strong> projects. In a study undertaken<br />
on behalf <strong>of</strong> the UN Office <strong>of</strong> the Special Advisor<br />
<strong>for</strong> <strong>Africa</strong> reviewing private enterprise engagement with<br />
the <strong>NEPAD</strong> process in East <strong>Africa</strong>, it was found that 10%<br />
<strong>of</strong> the engineering community that was international were
Identification <strong>of</strong> programme/<br />
project proponents<br />
and partners<br />
Best Practices<br />
Identified<br />
Promotion <strong>of</strong><br />
programmes,<br />
projects and best<br />
practices<br />
Tenders <strong>for</strong> Construction/<br />
Operations<br />
Pilot projects,<br />
Technical<br />
studies<br />
Governance and<br />
management<br />
structure and<br />
capacity in place<br />
Consensus <strong>of</strong> programme/<br />
project objectives<br />
and outputs<br />
Stages <strong>of</strong> Programme and Project Development<br />
Stage 1: Programme/Project Identification<br />
<strong>Economic</strong> and<br />
Financial Feasibility<br />
Studies<br />
Description <strong>of</strong> programme<br />
components<br />
sub-programmes,<br />
services, pilot projects,<br />
investment projects<br />
Stage 2: Feasibility/ Needs Assessment<br />
Social and<br />
Environmental<br />
Impact Studies<br />
4. <strong>NEPAD</strong> and the <strong>Africa</strong>n Private Sector Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Order <strong>of</strong> magnitude cost<br />
<strong>of</strong> overall programme<br />
and components (prefeasibility<br />
estimates, if<br />
done, +/-50%)<br />
Policy and LegislativeImplications<br />
Identified<br />
Stage 3: Programme/ Project Structuring and Promotion<br />
Governmental<br />
policy/ legislative<br />
decisions<br />
taken<br />
Contracts signed or<br />
public sector mandate<br />
awarded<br />
being given 90% <strong>of</strong> the contracts to undertake regional<br />
engineering projects, while the larger local <strong>Africa</strong>n engineering<br />
community was relatively ignored. 65 This was a<br />
phenomena that the local <strong>Africa</strong>n engineering community<br />
sought to change by aggregating their skills and lobbying<br />
<strong>for</strong> opportunities to more fully in these business development<br />
opportunities.<br />
In reviewing a few <strong>of</strong> the more prominent experiences<br />
that the <strong>Africa</strong>n private sector have had in engaging in<br />
the <strong>NEPAD</strong> implementation process, the following is an<br />
illustrative list <strong>of</strong> activities that private sector entities have<br />
engaged in since 2002:<br />
ӹ The <strong>NEPAD</strong> e-<strong>Africa</strong> <strong>Commission</strong>’s “e-schools” Initiative<br />
– the aim <strong>of</strong> this project was to provide <strong>Africa</strong>n<br />
primary and secondary schools with ICT infrastructure<br />
and skills and knowledge to students and to provide<br />
teachers and school managers with ICT skills. A pilot<br />
project was undertaken in 2005 involving 96 schools<br />
in 16 countries with the aim <strong>of</strong> rolling out the project<br />
65 The Private Sector’s Institutional Response to <strong>NEPAD</strong>: A Review <strong>of</strong><br />
Current Experiences and Practices, UN Office <strong>of</strong> the Special Advisor<br />
on <strong>Africa</strong>, 2007, p.101<br />
Cost estimates<br />
based on<br />
detailed design<br />
(+/- 10-15%)<br />
Financial viability<br />
demonstrated<br />
Stage 4: Implementation and Operations<br />
Construction occurs or<br />
service programme is<br />
launched and becomes<br />
fully operational<br />
Capacity development<br />
needs<br />
identified<br />
Financing, PPP,<br />
operational<br />
agreements in<br />
place<br />
Identification <strong>of</strong><br />
general time frame <strong>for</strong><br />
implementation<br />
Cost estimates<br />
in preliminary<br />
design, +/- 25-<br />
30% range<br />
Costs <strong>of</strong> public<br />
services <strong>for</strong>mally<br />
budgeted <strong>for</strong><br />
Results become apparent Monitoring & Evaluation<br />
continentally over ten years to roughly 600,000 primary<br />
and secondary schools. Multinationals Hewlett Packard,<br />
Micros<strong>of</strong>t, Oracle, Cisco and AMD were the lead<br />
corporations involved in the initiative although there<br />
were some <strong>Africa</strong>n corporations (Eskom, Multichoice<br />
<strong>Africa</strong>, Sentech, ) that <strong>for</strong>med part <strong>of</strong> the implementation<br />
consortia 66 ;<br />
ӹ The In<strong>for</strong>mation Society Partnership <strong>for</strong> <strong>Africa</strong>’s Development<br />
(ISPAD) – ISPAD was established by the <strong>NEPAD</strong><br />
e-<strong>Africa</strong> <strong>Commission</strong> to support the achievement <strong>of</strong><br />
the objectives <strong>of</strong> the <strong>NEPAD</strong> ICT Programme. ISPAD<br />
consists <strong>of</strong> member states representatives, corporate partners<br />
and civil society. Partners support the work <strong>of</strong> the<br />
e-<strong>Commission</strong> with intellectual, financial, organizational,<br />
material contributions. Each partner makes an annual<br />
contribution towards the work <strong>of</strong> the <strong>Commission</strong>. Corporate<br />
partners willing to make more significant financial<br />
contributions were designated as Foundation Partners.<br />
The initial development partners <strong>of</strong> ISPAD included:<br />
the South <strong>Africa</strong>n Council <strong>for</strong> Scientific and Industrial<br />
Research (CSIR), the Swiss Development Agency, Commonwealth<br />
<strong>of</strong> Learning, Vancouver, Canada, Medical<br />
66 <strong>NEPAD</strong> e-<strong>Commission</strong>, <strong>NEPAD</strong> e-Schools Initiative Brochure, p. 7<br />
53
54 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Research Council and the International Telecommunications<br />
Union. Initiating corporate partners included: SAP,<br />
AMD, Oracle Corporation, INTELSAT, IMMARSAT,<br />
Micros<strong>of</strong>t, ZTE Corporation <strong>Africa</strong>, Viasat USA, CISCO,<br />
and Hewlett Packard. South <strong>Africa</strong>n corporates Sentech,<br />
MTN, Grintech Telecom, and Multichoice were also<br />
partners.<br />
ӹ The East <strong>Africa</strong>n Submarine System (EASSy) – Promoted<br />
at the November 2002 East <strong>Africa</strong> Business Summit,<br />
EASSy is a regional initiative that predated <strong>NEPAD</strong> but<br />
was included within the STAP projects <strong>for</strong> East <strong>Africa</strong><br />
to accelerate implementation. A feasibility study <strong>for</strong> the<br />
five country, US$200 million, submarine cable project<br />
was completed in 2005. The <strong>Africa</strong>n Development Bank<br />
made a commitment to be the lead investor along with<br />
four other development institutions (French Development<br />
Agency, The European Investment Bank, The German<br />
Development Bank, and the International Finance<br />
Corporation) and eleven <strong>Africa</strong>n telecommunications<br />
companies (Botswana Telecommunications Corporation,<br />
U-Com Burundi, Onatel Burundi, Dijibouti<br />
Telecom, Telkom Kenya, TDM-Mozambique, Dalkom<br />
Somalia, Zanzibar Telecom Limited, Uganda Telecom<br />
Limited, Lesotho Telecommunications Authority, Dilat<br />
Satcom Nigeria Limited). Subsequent direct investors<br />
in the project include: Telecom Malagasy-Madagascar,<br />
Mauritius Telecom, Telkom South <strong>Africa</strong>/ Vodacom<br />
Consortium, MTN International, Sudan Telecom Limited,<br />
Tanzania Telecommunications Company, Comoros<br />
Telecom, Neotel – South <strong>Africa</strong>, Zambia telecommunications<br />
Company, Communications Global Networks<br />
Services – British Telecommunications, Saudi Telecom<br />
Company, Bharti Airtel India, Etisalet (UAE)/ Cartel<br />
Sudan Consortium, and France Telecom.<br />
ӹ The <strong>NEPAD</strong> Infrastructure Investment Facility (NIIF) 67<br />
– NIIF was established in 2006 by a team led by the<br />
<strong>Africa</strong>n Business Roundtable/ <strong>NEPAD</strong> Business Group<br />
to increase the participation <strong>of</strong> the <strong>Africa</strong>n private<br />
sector in the design, construction and maintenance<br />
<strong>of</strong> <strong>Africa</strong>’s infrastructure. Key target beneficiaries <strong>of</strong><br />
the NIIF programme include <strong>Africa</strong>n developers, contractors,<br />
consultants, SMEs and financiers. The World<br />
Bank is the lead funder <strong>of</strong> NIIF and the NIIF Advisory<br />
Management Team brings together a dynamic cadre<br />
<strong>of</strong> <strong>Africa</strong>n institutions and international partners, including:<br />
<strong>Africa</strong>n Investment Advisory, Africon, Loita<br />
67 Power point presentation, Linsey Dyer, Africon, <strong>NEPAD</strong>-OECD<br />
Investment Roundtable, Kampala, Uganda, December 12, 2008<br />
Capital Group, DLA Piper Rudnick and PM Global<br />
Infrastructure. NIIF has also established the NIIF Banking<br />
and Finance Working Group, which includes senior<br />
directors from: Nedbank Capital, Standard Bank, Rand<br />
Merchant Bank, ABSA Capital, the World Bank, Actis<br />
and The Pan <strong>Africa</strong> Infrastructure Development Fund.<br />
The activities <strong>of</strong> NIIF are to:<br />
• Help build capacity in <strong>Africa</strong>n private sector firms<br />
so that they can more<br />
• successfully bid <strong>for</strong> infrastructure projects;<br />
• Assist <strong>Africa</strong>n firms in gaining access to the pr<strong>of</strong>essional<br />
services and resources (legal, technical, financial)<br />
needed <strong>for</strong> them to compete on equal footing<br />
with global competitors involved in infrastructure<br />
development;<br />
• Work with the <strong>Africa</strong>n public sector to help facilitate<br />
engagement with the private sector and replicate<br />
international “best practice” and maintain good<br />
governance through transparent procurement;<br />
• Promote and publicise <strong>Africa</strong>n infrastructure success<br />
and advances;<br />
• Manage a database <strong>of</strong> pr<strong>of</strong>essionals engaged in developing<br />
<strong>Africa</strong>n infrastructure (www.africaninfrastructure.com)<br />
and to help facilitate contacts and<br />
communication among them.<br />
ӹ <strong>NEPAD</strong> Business Foundation (NBF) 68 – The <strong>NEPAD</strong><br />
Business Foundation was established in 2002 with the<br />
aim <strong>of</strong> mobilizing support <strong>for</strong> <strong>NEPAD</strong> from within the<br />
South <strong>Africa</strong>n private sector. Led by Dr. Reuel Khoza,<br />
<strong>for</strong>mer CEO <strong>of</strong> Eskom, and comprised <strong>of</strong> leading SA<br />
CEOs, the NBF was constituted as a not-<strong>for</strong>-pr<strong>of</strong>it<br />
Section 21 company in 2004 by MTN, Old Mutual,<br />
Transnet, Eskom and Anglo American. The NBF is<br />
structured around fourteen sectors (agribusiness, audit<br />
& accounting, energy, finance, fast moving consumable<br />
goods, healthcare, ICT, infrastructure, legal, mining<br />
and resources, stock exchanges, transport, water and<br />
sanitation, SMME development, asset management<br />
and investment, and media and communications) with<br />
each sector headed by a member CEO. Each sector<br />
committee is tasked with identifying key challenges<br />
within their sector and with mobilizing/ sourcing the<br />
skills and resources to address the challenges. Serving<br />
as a plat<strong>for</strong>m <strong>for</strong> dialogue with government and with<br />
others in the private sector, the aim <strong>of</strong> the NBF is to:<br />
68 The Role <strong>of</strong> the Private Sector and Civil Society: Review <strong>of</strong> <strong>NEPAD</strong><br />
After 8 Years, UNECA, pp. 14-16
• Promote partnerships on <strong>NEPAD</strong> development projects<br />
in <strong>Africa</strong>,<br />
• Influence public sector policies,<br />
• Stimulate trade synergies,<br />
• Encourage an environment conducive to business,<br />
• Contribute to the development <strong>of</strong> the <strong>NEPAD</strong> APRM<br />
Programme <strong>of</strong> Action<br />
• Represent the interests and views <strong>of</strong> the private sector,<br />
and<br />
• Develop best practice standards <strong>of</strong> corporate<br />
governance<br />
In 2008, the NBF established a Project Management Office<br />
with the aim <strong>of</strong> disseminating in<strong>for</strong>mation and knowledge<br />
about <strong>NEPAD</strong> projects and to facilitate and coordinate<br />
projects, partners and programmes across sectors. NBF<br />
is also working with other organized business entities<br />
within the SADC region and with the SADC Secretariat<br />
to establish a <strong>NEPAD</strong> SADC Business Hub that will:<br />
ӹ Ensure the private sector’s role in the development <strong>of</strong><br />
economic growth on the continent,<br />
ӹ Address the current challenges that exist in conducting<br />
business within the SADC region,<br />
ӹ Promote trade and investment flows,<br />
ӹ Rein<strong>for</strong>ce the role <strong>of</strong> the private sector as a contributor<br />
in the development <strong>of</strong> regional trade and economic<br />
policies, and<br />
ӹ Strengthen integration within SADC.<br />
Notwithstanding these encouraging examples <strong>of</strong> private<br />
sector intervention and engagement with the <strong>NEPAD</strong><br />
programme, the body <strong>of</strong> research to date on the subject<br />
suggests that much more can and will need to be done to<br />
establish a meaningful partnership between <strong>NEPAD</strong> and<br />
<strong>Africa</strong>’s private sector and to foster a feeling <strong>of</strong> ownership<br />
in the <strong>NEPAD</strong> initiative among the <strong>Africa</strong>n enterprise<br />
collective.<br />
In the area <strong>of</strong> SME capacity building and the development<br />
<strong>of</strong> programmes that provide in<strong>for</strong>mal private sector<br />
support, much less has been undertaken within <strong>NEPAD</strong><br />
with the exception <strong>of</strong> the work that is being planned to<br />
engage small scale farmers within the Comprehensive<br />
<strong>Africa</strong>n Agriculture Development Programme and the<br />
initiatives funded under the <strong>NEPAD</strong> Spanish Fund <strong>for</strong><br />
Women Entrepreneurship.<br />
4. <strong>NEPAD</strong> and the <strong>Africa</strong>n Private Sector Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Selected key constraints that have been identified as impediments<br />
to more effective private sector involvement<br />
with <strong>NEPAD</strong> were identified during ad hoc expert group<br />
discussions and related research supported by OSSA and<br />
the UNECA. Specifically, it was expressed that there was<br />
a need to address the following:<br />
ӹ Involve small and medium sized firms in the <strong>NEPAD</strong><br />
implementation process;<br />
ӹ Improve the capacity <strong>of</strong> the regional economic communities,<br />
particularly in regards to helping them establish<br />
structures to engage more effectively with the private<br />
sector, to design and manage PPPs, and to implement<br />
projects;<br />
ӹ Move from adhoc engagements between the private<br />
sector and <strong>NEPAD</strong> to a more clearly defined relationship<br />
with key stakeholders (also including the <strong>Africa</strong>n<br />
civil society) and create a coordination mechanism <strong>for</strong><br />
PPPs in <strong>Africa</strong>;<br />
ӹ Develop mechanisms to facilitate access to venture<br />
capital and guarantees;<br />
ӹ Provide risk guarantees <strong>for</strong> domestic <strong>Africa</strong>n investors<br />
and <strong>for</strong>eign investors in infrastructure and accelerate<br />
the harmonization <strong>of</strong> differing legal and regulatory<br />
frameworks.<br />
Other constraints that were identified that impeded private<br />
sector engagement with <strong>NEPAD</strong> by the <strong>Africa</strong>n private<br />
sector include 69 :<br />
ӹ The Limited Integration <strong>of</strong> <strong>NEPAD</strong> into National Development<br />
Priorities – Just as the AU and UNECA found<br />
that regional integration matters were <strong>of</strong>ten given less<br />
priority by AU member states in terms <strong>of</strong> their support<br />
<strong>for</strong> the RECs 70 , the absence <strong>of</strong> consistent prioritization<br />
<strong>of</strong> <strong>NEPAD</strong> within national development priorities<br />
meant that stakeholders such as the private sector and<br />
civil society were also lead to believe that <strong>NEPAD</strong> and<br />
regional integration, generally, was not a high priority<br />
at the national level;<br />
ӹ Poorly Funded and Inadequate <strong>NEPAD</strong> Supporting Infrastructure<br />
within <strong>Africa</strong>n Governments – In addition<br />
to inadequate priority being given to <strong>NEPAD</strong>, the fact<br />
that governments were accordingly not establishing<br />
clear and accessible mechanisms through which to<br />
69 The Role <strong>of</strong> the Private Sector and Civil Society: Review <strong>of</strong> <strong>NEPAD</strong><br />
After 8 Years, UNECA, pp. 31 -33<br />
70 ARIA II: Rationalizing Regional <strong>Economic</strong> Communities, missing<br />
Consensus and Actions at the National Level, UNECA and AU, p.69<br />
55
56 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
promote <strong>NEPAD</strong>, meant that stakeholders <strong>of</strong>ten were<br />
challenged to figure out how to engage with the <strong>NEPAD</strong><br />
programme at the national governmental level. This<br />
deficiency also meant that “<strong>NEPAD</strong> projects”, even<br />
those acknowledged as part <strong>of</strong> the STAP initiatives and<br />
as part <strong>of</strong> the <strong>NEPAD</strong> Plan <strong>of</strong> Action, faltered because<br />
there was little domestic support <strong>for</strong> the programmes<br />
and initiatives, financial or otherwise.<br />
ӹ Inadequate Coordination at the Continental Level and<br />
Duplicity at the Regional Level – Again, the OSSA<br />
research confirmed the assessment made by the AU<br />
and UNECA, finding that within the first ten years <strong>of</strong><br />
<strong>NEPAD</strong> private sector (and CSO) stakeholders were<br />
<strong>of</strong>ten confused and confounded by the lack <strong>of</strong> communication<br />
among the RECs, the lack <strong>of</strong> galvanizing<br />
leadership, weak follow-up mechanisms, and the lack<br />
<strong>of</strong> REC goals and priorities translating into national<br />
goals and priorities. Furthermore, the fact that there<br />
was significant (and increasing) overlap in terms <strong>of</strong><br />
strategy and programmes among the RECs, meant<br />
that stakeholders were also confronted with duplicative<br />
initiatives with no strong rationale given to make participation<br />
in one REC the priority or more compelling<br />
than the other. For <strong>Africa</strong>n enterprises, belonging to<br />
multiple regional business associations or programmes<br />
was also taxing financially, and in terms <strong>of</strong> time and<br />
resource investment. Lastly, during the OSSA discussions,<br />
stakeholders complained that there was a further<br />
complication in terms <strong>of</strong> duplicity in that the various<br />
G8/ donor initiatives <strong>of</strong>ten seemed to compete <strong>for</strong> the<br />
attention, resources and support <strong>of</strong> local stakeholders.<br />
Thus, the UK supported <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong>, the<br />
Clinton Initiative <strong>of</strong> <strong>for</strong>mer U.S. president Bill Clinton,<br />
the U.S.’ Millennium Challenge Account, the Chinese<br />
and Indian initiatives vis-à-vis <strong>Africa</strong>, Japan’s TICAD,<br />
along with the <strong>Africa</strong>-EU Partnership, and various UN<br />
and World Bank initiatives were not always aligned,<br />
individually, nor in regard to “support” <strong>for</strong> <strong>NEPAD</strong>,<br />
and this created “noise” in regard to the implementation<br />
<strong>of</strong> <strong>NEPAD</strong>.<br />
ӹ Inadequate Engagement Ef<strong>for</strong>ts Made to Attract <strong>Africa</strong>n<br />
Private Sector and CSO Stake Holders – the duplicity<br />
mentioned above also was confounded by perceptions<br />
that inadequate outreach ef<strong>for</strong>t was made by <strong>NEPAD</strong><br />
to engage domestic <strong>Africa</strong>n stakeholders with the same<br />
fervour that ef<strong>for</strong>ts were made to engage donor partners.<br />
Very little input was asked <strong>of</strong> the <strong>Africa</strong>n private sector<br />
(or CSO community) and thus very little ownership<br />
was felt among <strong>Africa</strong>n stakeholders in the <strong>NEPAD</strong><br />
“process”, programmes or in the implementation <strong>of</strong><br />
projects. Furthermore, the perception was that very<br />
little ef<strong>for</strong>t was made to segment the private sector<br />
stakeholder communities (i.e. <strong>Africa</strong>n trans-national<br />
corporations, <strong>Africa</strong>n chambers <strong>of</strong> commerce, <strong>Africa</strong><br />
pr<strong>of</strong>essional and sector associations, SMEs capable<br />
<strong>of</strong> playing a role at national level, in<strong>for</strong>mal enterprise<br />
that could benefit from resources/ technical assistance<br />
mobilized via <strong>NEPAD</strong>) and toward developing messages<br />
that spoke to them individually.<br />
ӹ Lack <strong>of</strong> Consistent and Positive Media Coverage – NE-<br />
PAD was also poorly publicized in the media over its<br />
first tenyears, internationally, and particularly on the<br />
<strong>Africa</strong>n continent. In <strong>Africa</strong>n coverage by international<br />
press (BBC, Al Jazeera, Canal Plus, CNN), <strong>NEPAD</strong> was<br />
periodically mentioned but rarely very prominently<br />
after its inaugural few years. Also very little has been<br />
done to consistently unpack <strong>NEPAD</strong>, particularly by the<br />
<strong>Africa</strong>n broadcast media community. Ef<strong>for</strong>ts to translate<br />
<strong>NEPAD</strong> into local languages across the continent <strong>for</strong><br />
national radio and television transmissions have also<br />
been negligible.<br />
ӹ Restrictive Domestic and Regional Business Climates<br />
– Although as mentioned above, <strong>Africa</strong>n nations have<br />
been undertaking macroeconomic re<strong>for</strong>m initiatives <strong>for</strong><br />
much <strong>of</strong> the past 20 years and progress has been made,<br />
overall business climate optimization has lagged behind<br />
and this has and continues to impede <strong>Africa</strong>n private<br />
sector growth and development. This phenomenon has<br />
help lead to the significant number <strong>of</strong> in<strong>for</strong>mal <strong>Africa</strong>n<br />
enterprises that find it too cumbersome to <strong>for</strong>malize<br />
their businesses. While not specifically intended to be a<br />
constraint to private sector involvement with <strong>NEPAD</strong>,<br />
these general business climate challenges and impediments<br />
(bureaucracy and red tape, lack <strong>of</strong> procurement<br />
transparency, poor infrastructure, corruption, poor<br />
strategic planning, limited project in<strong>for</strong>mation dissemination<br />
mechanisms, limited capital markets, high<br />
costs <strong>of</strong> <strong>for</strong>mal business administrative compliance) all,<br />
indirectly, hampered private sector focus on <strong>NEPAD</strong>.<br />
ӹ (Perhaps unintended) Preference Given to Foreign Transnational<br />
Corporations Over <strong>Africa</strong>n Private Sector –<br />
Where there have been opportunities to design, develop<br />
and implement <strong>NEPAD</strong> projects – <strong>for</strong> fees or as in-kind<br />
contributions – disproportionately international corporations<br />
and firms have been given these opportunities.<br />
Or at least that is the perception that many in the<br />
<strong>Africa</strong>n private sector have had. This has not helped<br />
engender ownership sentiments about <strong>NEPAD</strong> within
the <strong>Africa</strong>n business sector, and has fuelled speculation<br />
that <strong>NEPAD</strong> is a construct <strong>of</strong> <strong>for</strong>eign interests – or at<br />
best– an <strong>Africa</strong>n inspired, well meaning, initiative, that<br />
has been co-opted by more powerful <strong>for</strong>eign interests<br />
– that from an opportunity provision standpoint will<br />
do little to change the status quo.<br />
The conclusion drawn from the various analytic exercises<br />
undertaken since <strong>NEPAD</strong>’s inception is that although<br />
there have been some successful ef<strong>for</strong>ts to work together<br />
Strengths<br />
• The <strong>NEPAD</strong> brand still has resonance as a catalyst <strong>for</strong> intra-<strong>Africa</strong>n<br />
cooperation and expansion<br />
• Regional and continental expansion is in vogue and happening<br />
at a significant pace<br />
• There are still active <strong>NEPAD</strong> business bodies on the continent<br />
• <strong>NEPAD</strong> has been institutionalized within <strong>Africa</strong>n states and many<br />
multilateral institutions<br />
• Significant donor resources have been mobilized under the auspices<br />
<strong>of</strong> <strong>NEPAD</strong><br />
• The integration <strong>of</strong> <strong>NEPAD</strong> into the AU structure provides a chance<br />
to reintroduce the “new” <strong>NEPAD</strong> within all <strong>of</strong> the AU’s activities<br />
• The <strong>Africa</strong>n private sector continues to improve its capacity to<br />
aggregate and associate in organized business structures<br />
• <strong>Africa</strong>n enterprise is operating in an improving <strong>Africa</strong>n macroeconomic<br />
environment<br />
Weaknesses<br />
• Poor communication channels between <strong>NEPAD</strong> and the private<br />
sector, generally, and particularly with the <strong>Africa</strong>n private sector<br />
• <strong>Africa</strong> has weak structures <strong>for</strong> pan-<strong>Africa</strong>n organized business,<br />
and no universally recognized and/or supported umbrella business<br />
organ – which also impedes in<strong>for</strong>mation dissemination<br />
• In recent years <strong>NEPAD</strong> has been viewed as a declining brand from<br />
the standpoint <strong>of</strong> implementation efficacy – lack <strong>of</strong> visible results<br />
(at least from a private sector standpoint)<br />
• There are poor operational channels through which <strong>NEPAD</strong> can<br />
engage with the <strong>Africa</strong>n private sector<br />
• The <strong>Africa</strong>n private sector is comprised predominantly <strong>of</strong> SMEs<br />
and there are too few SME oriented programmes/ initiatives (and<br />
even fewer that target the in<strong>for</strong>mal sector)<br />
4. <strong>NEPAD</strong> and the <strong>Africa</strong>n Private Sector Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
initiated by the private sector and by <strong>NEPAD</strong>, much more<br />
ef<strong>for</strong>t is required to establish distinct and easily accessible<br />
mechanisms to involve the <strong>Africa</strong>n private sector in all<br />
aspects <strong>of</strong> the <strong>NEPAD</strong> process and programme – and to<br />
more fully leverage the <strong>NEPAD</strong> programme to benefit the<br />
varying segments <strong>of</strong> the <strong>Africa</strong>n private sector.<br />
A SWOT analysis is instructive in identifying current<br />
engagement factors that impact upon the <strong>Africa</strong>n private<br />
sector’s relationship with the <strong>NEPAD</strong> process:<br />
Opportunities<br />
• Significant growth over past ten years in intra-<strong>Africa</strong>n trade and<br />
investment and thus increased support and capacity <strong>for</strong> regional<br />
projects<br />
• Significant growth in interest in mutually beneficial engagement<br />
between the <strong>Africa</strong>n Diaspora and the government’s <strong>of</strong> <strong>Africa</strong><br />
• Many Diasporans in strategically important business and political<br />
positions to help reinvigorate <strong>NEPAD</strong> brand in the North and to<br />
communicate its accomplishments<br />
• Global financial crisis presents an opportunity <strong>for</strong> intra-regional<br />
introspection and collaboration focus, <strong>Africa</strong> has not been hit as<br />
hard and still has an enviable growth trajectory compared to many<br />
regions <strong>of</strong> the world<br />
• More private finance and ODA focused on <strong>Africa</strong> than at any<br />
time in history<br />
• Increase in the number <strong>of</strong> facilities and programmes available to<br />
support private sector growth in <strong>Africa</strong>, generally, and prospectively,<br />
to support <strong>NEPAD</strong> engagement, specifically.<br />
Threats<br />
• Global economic crisis may impede donors ability to make good<br />
on pledges<br />
• Delays or complications in AU/ <strong>NEPAD</strong> integration, which is only<br />
expected to be completed in 2011<br />
• If there is a systemic inability to adequately garner grass roots support<br />
(including from the <strong>Africa</strong>n private sector and civil society)<br />
<strong>for</strong> <strong>NEPAD</strong>, this will ultimately weaken the <strong>NEPAD</strong> brand and<br />
cause it to lose donor support<br />
• Multinationals/ <strong>for</strong>eign governments that would prefer <strong>for</strong> business<br />
to remain as usual on the continent may work against a more significant<br />
<strong>Africa</strong>n private sector role in the implementation <strong>of</strong> <strong>NEPAD</strong><br />
• National level corruption, political instability<br />
• Under-capacitated RECs<br />
• The EU’s <strong>Economic</strong> Partnership Agreements which feature regional<br />
aggregations <strong>of</strong> <strong>Africa</strong>n countries that have no correlation to the<br />
REC pillars <strong>of</strong> <strong>NEPAD</strong><br />
57
<strong>NEPAD</strong> and the <strong>Africa</strong>n<br />
Civil Society<br />
Globally since the mid-1980s there has been a growing<br />
recognition and appreciation <strong>of</strong> the importance <strong>of</strong> societal<br />
participation in all aspects <strong>of</strong> a country’s plans and<br />
programmes if development is to be achieved.<br />
“Participatory development”, which calls <strong>for</strong> the involvement<br />
<strong>of</strong> a wide range <strong>of</strong> stakeholders at every stage <strong>of</strong><br />
policy development from planning to implementation,<br />
monitoring, and evaluation, is based on the premise that<br />
people cooperate and follow the rules set down by the community<br />
only if they are part <strong>of</strong> their establishment and the<br />
resources to be managed satisfy their needs. 71<br />
In support <strong>of</strong> the ethos <strong>of</strong> participatory development a<br />
number <strong>of</strong> global declarations and instruments have been<br />
promulgated , including the following:<br />
ӹ The International Covenant on Civil and Political Rights<br />
(ICCPR);<br />
ӹ The International Covenant on <strong>Economic</strong>, Social and<br />
Cultural Rights (ICESCR);<br />
ӹ The Convention on Elimination <strong>of</strong> all Forms <strong>of</strong> Discrimination<br />
Against Women;<br />
ӹ The United Nations Declaration on the Right to<br />
Development<br />
On the continent, the <strong>Africa</strong>n Charter <strong>for</strong> Popular Participation<br />
in Development and Trans<strong>for</strong>mation, was signed in<br />
Arusha, Tanzania in 1990 at the close <strong>of</strong> an International<br />
Conference on Popular Participation in the Recovery and<br />
71 Partnership Modalities <strong>for</strong> Enhancing Good Governance, <strong>Economic</strong><br />
<strong>Commission</strong> <strong>for</strong> <strong>Africa</strong>, Development Policy Management Divisions,<br />
2005 p.43<br />
559<br />
CHAPTER<br />
Development Process in <strong>Africa</strong>. The Charter emphasized<br />
the value <strong>of</strong> popular participation in policy and development<br />
processes <strong>for</strong> the consolidation <strong>of</strong> democracy, good<br />
governance, and sustainable economic growth. 72<br />
During the “era <strong>of</strong> democratization” in <strong>Africa</strong> that began<br />
in the late 1980s and accelerated in the 1990s, the political<br />
discourse about participatory development also expanded<br />
to issues <strong>of</strong> good governance. The focus on improving governance<br />
and service delivery – which continues through<br />
to the present – has led most <strong>Africa</strong>n nation’s to recognize<br />
that collaboration and community participation in policy<br />
and decision making processes is a critical success factor<br />
<strong>for</strong> the realization <strong>of</strong> sustainable development.<br />
As <strong>Africa</strong>n nations have evolved from one party states to<br />
multiparty democracies, the political conception <strong>of</strong> good<br />
governance has evolved to include expanded political<br />
participation and representation and the liberalisation <strong>of</strong><br />
<strong>Africa</strong>n politics and the expansion <strong>of</strong> policy development<br />
framework to include more voices.<br />
While civil society and non-governmental organizations<br />
have a relative long history in “western society” 73 , the<br />
emergence <strong>of</strong> such institutions in <strong>Africa</strong> evolved with the<br />
<strong>Africa</strong>n democratization process and early <strong>Africa</strong> CSOs<br />
helped facilitate, mobilize, monitor and establish democratic<br />
institutions during the 1980s and 1990s when <strong>Africa</strong>n<br />
nations first began to engage in multi-party elections.<br />
72 Ibid, pp. 48-49<br />
73 Matheson, G., Defining Civil Society in the Context <strong>of</strong> the <strong>Africa</strong>n<br />
Peer Review Mechanism, Electoral Institute <strong>of</strong> South <strong>Africa</strong>, 2006, p. 2
60 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Today, considered one <strong>of</strong> the three sectors <strong>of</strong> a “modern<br />
nation” (along with the public sector and the private sector),<br />
civil society organs are unique because they <strong>of</strong>fer citizens a<br />
<strong>for</strong>um through which they can voluntarily come together<br />
in support <strong>of</strong> common values, ideals and interests. “Civic”<br />
engagement describes the activity <strong>of</strong> citizens <strong>of</strong> a nation<br />
getting involved in the political, social and economic<br />
decision making processes that impact upon their lives 74 .<br />
Thus, the space created by civil society organizations allows<br />
members and the constituencies they represent to engage<br />
with government and the private sector around issues germane<br />
to the development, growth and governance <strong>of</strong> the<br />
nation. This interaction can be achieved through <strong>for</strong>mal<br />
and in<strong>for</strong>mal structures, such as associations, organizations,<br />
or collective bodies, but also through individual<br />
action and the advocacy <strong>of</strong> citizens:<br />
Civil society refers to the arena <strong>of</strong> un-coerced collective action<br />
around shared interests, purposes and values. In theory, its<br />
institutional <strong>for</strong>ms are distinct from those <strong>of</strong> the state, family<br />
and market, though in practice, the boundaries between<br />
state, civil society, family and market are <strong>of</strong>ten complex,<br />
blurred and negotiated. Civil society commonly embraces a<br />
diversity <strong>of</strong> spaces, actors and institutional <strong>for</strong>ms, varying in<br />
their degree <strong>of</strong> <strong>for</strong>mality, autonomy and power. Civil societies<br />
are <strong>of</strong>ten populated by organisations such as registered<br />
charities, development non-governmental organisations,<br />
community groups, women’s organisations, faith-based<br />
organisations, pr<strong>of</strong>essional associations, trades unions,<br />
self-help groups, social movements, business associations,<br />
74 Handbook <strong>for</strong> <strong>Africa</strong>n Civil Society: <strong>Africa</strong>n Peer Review Mechanism,<br />
<strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong>, June 2008, pp. 1-2<br />
coalitions and advocacy groups (London School <strong>of</strong> <strong>Economic</strong>s<br />
2006) 75 .<br />
Civil society organizations can be very diverse in their<br />
focus <strong>of</strong> activity (in<strong>for</strong>mation dissemination, research,<br />
advocacy), the causes they champion (women and children’s<br />
rights, environmental protection, good governance,<br />
electoral fairness), and the roles they choose to play (watch<br />
dog, service deliverer, public advocate, dispute arbiter).<br />
However, they most <strong>of</strong>ten share the following traits, and:<br />
ӹ Are voluntary bodies and most have no mandatory<br />
membership fees (although those that relate to the pr<strong>of</strong>essions<br />
and/or that are religious organizations may<br />
encourage the collection <strong>of</strong> fees/ dues);<br />
ӹ Have daily and regular operations;<br />
ӹ Are owned, managed and operated by private individuals<br />
who are not considered <strong>of</strong>ficially as being part<br />
<strong>of</strong> the State;<br />
ӹ Run their operations through structures that are not<strong>for</strong>-gain,<br />
do not distribute dividends to shareholders<br />
or a board <strong>of</strong> directors and are not involved in commercial<br />
activities;<br />
ӹ Are self managed and established as independent structures<br />
that control their agenda and activity.<br />
Although there is not yet a universally recognized classification<br />
<strong>of</strong> what constitutes “civil society”, in 2003 an<br />
International Classification <strong>of</strong> Non-Pr<strong>of</strong>it Organizations<br />
(ICNPO) was developed to segment institutions into thematic<br />
groups and sub groups:<br />
75 Matheson, G., Defining Civil Society in the Context <strong>of</strong> the <strong>Africa</strong>n<br />
Peer Review Mechanism, Electoral Institute <strong>of</strong> South <strong>Africa</strong>, 2006, p. 3
International Classification <strong>of</strong> Non-Pr<strong>of</strong>it Organizations (ICNPO): Main Groups and Sub Groups<br />
Main Groups Sub-Groups<br />
5. <strong>NEPAD</strong> and the <strong>Africa</strong>n Civil Society Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Group 1: Culture and Recreation 1100 Culture and Arts<br />
1200 Sports<br />
1300 Other Social and Recreation Clubs<br />
Group 2: Education and Research 2100 Primary and Secondary Education<br />
2200 Higher Education<br />
2300 Other Education<br />
2400 Research<br />
Group 3: Health 3100 Hospitals and Rehabilitation<br />
3200 Nursing Homes<br />
3300 Mental Health and Crisis Intervention<br />
3400 Other Health Services<br />
Group 4: Social Services 4100 Social Services<br />
4200 Emergency and Rescue<br />
4300 Income Support and Maintenance<br />
Group 5: Environment 5100 Environment<br />
5200 Animal Protection<br />
Group 6: Development and Housing 6100 <strong>Economic</strong>, Social and Community Development<br />
6200 Housing<br />
6300 Employment and Training<br />
Group 7: Laws, Advocacy and Policy 7100 Civic and Advocacy Organizations<br />
7200 Legal and Judicial Services<br />
7300 Political Organizations<br />
Group 8: Promotion <strong>of</strong> Volunteering and Philanthropic Intermediation<br />
Group 9: International<br />
Group 10: Religion<br />
Group 11: Business, Pr<strong>of</strong>essional and Trade Union Associations<br />
Group 12: Not Classified<br />
Source: Saloman, L. and Sokolowski, S., and List, R., Global Civil Society: An Overview , JHU Press, March 2003, www.jhu.edu<br />
The precursor to the <strong>Africa</strong>n Union, the Organization <strong>of</strong><br />
<strong>Africa</strong>n Unity, began including requirements <strong>for</strong> popular<br />
participation in all <strong>of</strong> its decisions, declarations and resolutions<br />
in the 1980s and 1990s. These edicts included the<br />
<strong>Africa</strong>n Charter <strong>for</strong> Popular Participation in Development<br />
(1990), The Declaration on the Political and Socio-<strong>Economic</strong><br />
Situation in <strong>Africa</strong> and Fundamental Changes Taking<br />
Place in the World (1990), the Abuja Treaty Establishing<br />
the <strong>Africa</strong>n <strong>Economic</strong> Community, in particular, Articles<br />
90 and 91, which noted the need <strong>for</strong> a mechanism <strong>for</strong><br />
consultation with <strong>Africa</strong>n socio-economic organizations<br />
and associations, the Grand Bay Declaration <strong>of</strong> the OAU<br />
Ministerial Conference on Human Rights, and the Sirte<br />
Declaration <strong>of</strong> 1999.<br />
In July 2000, when the Assembly <strong>of</strong> Heads <strong>of</strong> State and<br />
Governments met in Lome, Togo, the OAU adopted the Solemn<br />
Declaration on the Conference on Security, Stability,<br />
Development and Cooperation (CSSDCA), which provided<br />
<strong>for</strong> the views <strong>of</strong> civil society to be conveyed to the CSSDCA<br />
Standing Conference that met every two years during the<br />
OAU annual Summits.<br />
In June 2001, the OAU began to develop a framework <strong>for</strong><br />
the implementation <strong>of</strong> OAU-civil society engagement. In<br />
that month, the first OAU Civil Society Conference was<br />
held and a general framework <strong>of</strong> cooperation between the<br />
OAU and <strong>Africa</strong>n CSOs was established. A focal point<br />
within the OAU <strong>for</strong> CSO relations was also appointed. The<br />
focal point resolution was approved by the Seventy-Fourth<br />
Ordinary Session <strong>of</strong> the Council <strong>of</strong> Ministers in July 2001.<br />
61
62 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
The Council <strong>of</strong> Ministers also encouraged the Secretary-<br />
General to intensify ef<strong>for</strong>ts aimed at furthering civil society<br />
involvement in the work <strong>of</strong> the OAU. This process was accelerated<br />
by the introduction <strong>of</strong> the CSSDCA programme<br />
into the work programme <strong>of</strong> the OAU in December 2001<br />
when the CSSDCA was given the responsibility <strong>of</strong> bringing<br />
civil society into the mainstream affairs <strong>of</strong> the organization.<br />
In June 2002, pursuant to recommendations made<br />
at the 1 st OAU-CSO Conference, a civil society <strong>of</strong>ficer was<br />
appointed to serve within the CSSDCA Unit.<br />
From June 11-14, 2002 in Addis Ababa, Ethiopia, a second<br />
OAU- CSO conference was held under the theme “Developing<br />
Partnership between the OAU and <strong>Africa</strong>n Civil<br />
Society Organizations”. Out <strong>of</strong> the conference came the<br />
OAU-Civil Society Provisional Working Group which<br />
established a regionally representative cadre <strong>of</strong> CSOs as a<br />
body to work closely with the planned <strong>Africa</strong>n Union <strong>Commission</strong><br />
<strong>for</strong> a period <strong>of</strong> two years – in between the meetings<br />
<strong>of</strong> the larger Assembly. An additional conference outcome<br />
was an agreement to trans<strong>for</strong>m the working Group into a<br />
<strong>for</strong>mal steering Committee at its next meeting.<br />
The role <strong>of</strong> CSOs in the work <strong>of</strong> the <strong>Africa</strong>n governing<br />
body was further entrenched by the provisions <strong>of</strong> the<br />
Constitutive Act <strong>of</strong> the <strong>Africa</strong>n Union, which was established<br />
in July 2002 as the AU’s successor and called <strong>for</strong> the<br />
establishment <strong>of</strong> an <strong>Economic</strong>, Social and Cultural Council<br />
(ECOSOCC) to serve as an advisory organ. ECOSOCC was<br />
to be composed <strong>of</strong> different social and civic organizations<br />
from within the Member States <strong>of</strong> the Union. The Provisional<br />
Working Group was in fact ECOSOCC’s precursor.<br />
Following the 2002 meeting, two further meetings were<br />
held, the first in Accra, Ghana in October 2002, and the<br />
second in Addis Ababa, Ethiopia in May 2003. At the first<br />
meeting, the Provisional CSO Working Group prepared<br />
proposals <strong>for</strong> the Criteria <strong>for</strong> Accreditation and Observer<br />
Status to the AU and deliberated on a Draft Code <strong>of</strong> Conduct<br />
and Ethics <strong>for</strong> <strong>Africa</strong>n CSOS accredited to the AU.<br />
The second meeting <strong>of</strong> the Group reviewed proposals <strong>for</strong><br />
the Draft Statute <strong>of</strong> the new <strong>Economic</strong>, Social and Cultural<br />
Council. The Draft Statutes <strong>of</strong> ECOSOCC were submitted<br />
to the Executive Council <strong>of</strong> the <strong>Africa</strong>n Union in Maputo in<br />
July 2003. In the Decision that followed, the AU Executive<br />
Council mandated the <strong>Commission</strong> to broaden consultation<br />
on the draft statute to a wider body <strong>of</strong> <strong>Africa</strong>n civil<br />
society organizations. The <strong>Commission</strong> thereafter, working<br />
in close partnership with the AU-Civil Society Provisional<br />
Working Group, initiated a broad consultative process,<br />
including national and regional consultative <strong>for</strong>ums, to<br />
gather inputs from the <strong>Africa</strong>n CSO community.<br />
In addition to the ECOSOCC development process, the<br />
CSSDCA Unit, working in close concert with relevant AU<br />
<strong>Commission</strong> Directorates, instituted a process <strong>of</strong> convening<br />
parallel civil society <strong>for</strong>ums alongside <strong>of</strong>ficial Ministerial<br />
meetings. The results <strong>of</strong> these deliberations provided<br />
input <strong>for</strong> the AGOA and Minister <strong>of</strong> Trade meetings held<br />
in 2002 and 2003, respectively.<br />
Also creating a wider voice <strong>for</strong> CSO input in the work <strong>of</strong><br />
the AU <strong>Commission</strong> was the AU Assembly decree made at<br />
the Second Ordinary Session held in Maputo, Mozambique<br />
in 2003 that two more desk <strong>of</strong>ficers would be added to the<br />
staff in the CSSDCA Unit to handle civil society affairs.<br />
In 2003, the AU also began a concerted ef<strong>for</strong>t to reach out<br />
to civil society and stakeholders in <strong>Africa</strong>’s development<br />
from among the “<strong>Africa</strong>n Diaspora”. From December 17-<br />
19, 2003 the 1rst <strong>Africa</strong>n Union – Western Hemisphere<br />
Diaspora Forum was held in Washington, DC. A Progress<br />
Report <strong>of</strong> activities that had been implemented towards the<br />
development <strong>of</strong> the AU Diaspora Initiative was submitted<br />
to the 34 th Extraordinary Session <strong>of</strong> Council <strong>of</strong> Ministers,<br />
which took place in Sun City, South <strong>Africa</strong>, in May 2004. 76<br />
Also a new chapter in the relationship between the <strong>Africa</strong>n<br />
peoples <strong>of</strong> the Caribbean and the continent <strong>of</strong> <strong>Africa</strong> was<br />
opened on the 12th <strong>of</strong> September 2004, with the creation<br />
in Bridgetown, Barbados <strong>of</strong> an <strong>Africa</strong>n Diaspora Civil Society<br />
Network <strong>of</strong> the Caribbean. The meeting culminated<br />
with the <strong>for</strong>mal establishment <strong>of</strong> a Caribbean Pan-<strong>Africa</strong>n<br />
network comprised <strong>of</strong> some 23 organisations from 15 different<br />
Caribbean states. The Secretariat <strong>of</strong> the Network<br />
was established at the <strong>of</strong>fices <strong>of</strong> the Emancipation Support<br />
Committee in Trinidad & Tobago and was initially<br />
managed by a 10 member interim Executive Committee. 77<br />
This newly established Pan-Caribbean network <strong>of</strong> Pan-<br />
<strong>Africa</strong>nist organisations was intended to be the critical<br />
and indispensable mechanism that allowed the Caribbean<br />
76 Involving Civil Society in the Building <strong>of</strong> the <strong>Africa</strong>n Union, Brainstorming<br />
Session on Building an <strong>Africa</strong>n Union <strong>for</strong> the Twenty-First<br />
Century, October 25-28, 2003, Addis Ababa, Ethiopia, pp. 2-6<br />
77 Press Release – Birth Of The <strong>Africa</strong>n Diaspora Civil Society Network<br />
Of The Caribbean, Emancipation Support Committee, Trinidad and<br />
Tobago, 2004
people and their civil society organizations to participate<br />
in the institutional structures <strong>of</strong> the <strong>Africa</strong>n Union.<br />
In 2005, in furtherance <strong>of</strong> the ef<strong>for</strong>t to institutionalize<br />
CSO input into the infrastructure <strong>of</strong> the AU, an interim<br />
ECOSOCC structure was developed and ten Sectoral Committees<br />
were established to serve as the key operational<br />
mechanisms that would be used under ECOSOCC to develop<br />
opinions and provide contributions to the policy and<br />
programme development processes <strong>of</strong> the <strong>Africa</strong>n Union.<br />
The ten clusters were: political affairs, peace and security,<br />
infrastructure and energy, social affairs and health, human<br />
resources, science and technology, trade and industry, rural<br />
economy and agriculture, economic affairs, women and<br />
gender, and cross cutting programmes 78 .<br />
In 2007, elections were held in 23 countries to replace the<br />
interim structures and the <strong>for</strong>mal launch <strong>of</strong> the ECOSOCC<br />
General Assembly was held in Dar es Salaam, Tanzania on<br />
September 9, 2008. Today, 150 CSOs make up ECOSOCC.<br />
Two CSOs represent each AU member state. Ten CSOs<br />
operating regionally and eight operating continentally are<br />
also represented within ECOSOCC. A further 20 CSOs<br />
represent the various continents <strong>of</strong> the world where the<br />
<strong>Africa</strong>n Diaspora reside, and six ex-<strong>of</strong>ficio CSOs have been<br />
nominated by the AU <strong>Commission</strong> in consultation with<br />
Member States and serve based upon special considerations<br />
and criteria.<br />
The organizations that make up ECOSOCC’s membership<br />
represent women, youth, children, persons with disabilities,<br />
the elderly, associations <strong>of</strong> artists, engineers, health<br />
practitioners, social workers, media, teachers, legal pr<strong>of</strong>essionals,<br />
social scientists, academia and various business<br />
associations, sport associations, national chambers <strong>of</strong><br />
commerce, industry and agriculture as well as private<br />
se tor interest groups. Non-governmental organizations<br />
(NGOs), community based organizations (CBOs), voluntary<br />
organizations, cultural organizations and associations<br />
as well as social and pr<strong>of</strong>essional bodies from the Diaspora<br />
are also represented.<br />
The eight core functions that ECOSOCC was established<br />
to undertake are:<br />
78 The Role <strong>of</strong> the Private Sector and Civil Society: Review <strong>of</strong> <strong>NEPAD</strong><br />
After 8 years, UNECA, NRID, 2009 pp. 22-23<br />
5. <strong>NEPAD</strong> and the <strong>Africa</strong>n Civil Society Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
ӹ To contribute, through the provision <strong>of</strong> advice, to the effective<br />
translation <strong>of</strong> the objectives, principles and policies<br />
<strong>of</strong> the <strong>Africa</strong>n Union into concrete programmes, as<br />
well as to assist in the evaluation <strong>of</strong> these programmes;<br />
ӹ To undertake studies that are recommended or deemed<br />
necessary by other organs <strong>of</strong> the <strong>Africa</strong>n Union;<br />
ӹ To carry out other studies deemed necessary and submit<br />
recommendations as appropriate;<br />
ӹ To contribute to the promotion and popularization <strong>of</strong><br />
popular participation, best practice and expertise sharing,<br />
and the realization <strong>of</strong> the vision and objectives <strong>of</strong><br />
the <strong>Africa</strong>n Union;<br />
ӹ To contribute to the promotion <strong>of</strong> rule <strong>of</strong> law, human<br />
rights, good governance, democratic principles, children’s<br />
rights and gender equality;<br />
ӹ To promote and support the ef<strong>for</strong>ts <strong>of</strong> organizations engaged<br />
in the development <strong>of</strong> strategies and programmes<br />
related to <strong>Africa</strong>’s future development and to <strong>for</strong>ge<br />
pan-<strong>Africa</strong>n values that help enhance an <strong>Africa</strong>n social<br />
model and way <strong>of</strong> life;<br />
ӹ To foster and consolidate partnership between the <strong>Africa</strong>n<br />
Union and CSOs through effective public enlightenment,<br />
mobilization, and the provision <strong>of</strong> feedback on<br />
the activities <strong>of</strong> the Union; and<br />
ӹ To assume other roles and functions, and renders other<br />
tasks, as assigned or requested by the <strong>Africa</strong>n Union.<br />
In its early days <strong>of</strong> construct, ECOSOCC has been challenged<br />
by various funding and related operational constraints<br />
that have prevented it from fully fulfilling the<br />
significant mandate and charge that the organ has been<br />
given. Yet, the organ has significant promise and its establishment<br />
has been a significant step toward the evolution<br />
<strong>of</strong> the AU becoming a more people centred institution.<br />
Also, because <strong>of</strong> the inherent exclusivity <strong>of</strong> ECOSOCC<br />
relative to its constitutive act which requires representative<br />
election from member states, two additional outcomes <strong>of</strong><br />
the process <strong>of</strong> establishing ECOSOCC have been that: 1)<br />
a number <strong>of</strong> international CSO organizations that have<br />
been active in supporting <strong>Africa</strong>n development have not<br />
met the “<strong>Africa</strong>n or Diaspora CSO criteria” and have been<br />
excluded from representation within the body, and b) the<br />
relative weakness <strong>of</strong> national and regional CSO umbrella<br />
organs across <strong>Africa</strong> has meant that there are <strong>Africa</strong>n<br />
CSOs that did not participate in the national and regional<br />
63
64 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
voting processes, but still desire access to contribute to<br />
the work <strong>of</strong> the <strong>Africa</strong>n Union. Many <strong>of</strong> these institutions<br />
also have doubts that their interests and concerns will not<br />
be adequately addressed through the elected country and<br />
regional ECOSOCC representatives.<br />
These two outcomes have led to the development, alongside<br />
ECOSOCC, <strong>of</strong> a primarily international CSO funded<br />
body called “The Centre <strong>for</strong> Citizens’ Participation in the<br />
<strong>Africa</strong>n Union” (CCP-AU) 79 . CCP-AU initially began as<br />
a task <strong>for</strong>ce in 2007 and was established with the mandate<br />
<strong>of</strong> coordinating and facilitating the activities <strong>of</strong> AU<br />
interested Civil Society Organisations and to encourage<br />
others around the continent to become engaged with the<br />
AU processes.<br />
The aim <strong>of</strong> its founding organization’s (which included<br />
Action Aid – Ethiopia, <strong>Africa</strong>n Center <strong>for</strong> Humanitarian<br />
Action (ACHA), <strong>Africa</strong>n Rally <strong>for</strong> Peace and Development<br />
(ARPD), Afr<strong>of</strong>lag Youth Vision (AYV), Christian Relief and<br />
Development Association (CRDA), Organization <strong>for</strong> Social<br />
Justice in Ethiopia (OSJE), and Oxfam) was to establish an<br />
institution that could serve as a plat<strong>for</strong>m to encourage the<br />
development <strong>of</strong> a people-centred <strong>Africa</strong>n Union – where<br />
citizens have a say and can take matters into their own<br />
hands and influence decisions made within the AU that<br />
eventually will affect them. CCP-AU also was established<br />
with the aim <strong>of</strong> broadening and strengthening opportunities<br />
<strong>for</strong> a sustainable and significant engagement between<br />
civil society organisations and the <strong>Africa</strong>n Union.<br />
The rationale behind the creation <strong>of</strong> the CCP-AU was<br />
multi-fold:<br />
ӹ There was a belief that there was yet untapped potential<br />
<strong>for</strong> <strong>Africa</strong>n civil society organisations to become involved<br />
with the AU, as mandated by its constitutive act;<br />
ӹ There was as yet unmet desire <strong>for</strong> engagement with the<br />
AU amongst <strong>Africa</strong>n CSOs;<br />
ӹ There were barriers to CSO engagement established by<br />
the AU, inadvertent or not; and<br />
ӹ There was a lack <strong>of</strong> an alternative established facilitating<br />
entity.<br />
Since its inception, the CCP-AU has taken steps to register<br />
its headquarters in Addis Ababa and already has facilitated<br />
a number <strong>of</strong> activities alongside AU programmes. The<br />
79 See www.ccp-au.org<br />
CCP-AU planned and conducted the Third and Fourth<br />
Citizens’ Continental Conferences in Sharm El Sheik,<br />
Egypt and Addis Ababa, Ethiopia, respectively.<br />
The Third Citizens Continental Conference was convened<br />
in June 2008 ahead <strong>of</strong> the 11 th Ordinary AU Summit under<br />
the Summit’s theme, “Meeting the Millennium Development<br />
Goals on Water and Sanitation”. Prior to this<br />
conference, the CCP-AU had organised and conducted a<br />
CSO training workshop from May 24-25 in Cairo, Egypt<br />
entitled “Understanding the AU and Seizing opportunities<br />
<strong>for</strong> Change” which was aimed at enhancing the knowledge<br />
and capacity <strong>of</strong> CSOs to engage the <strong>Africa</strong>n Union<br />
on diverse issues affecting <strong>Africa</strong>n citizenry. The Fourth<br />
Citizen’s Continental Conference was held at Addis Ababa<br />
on January 2009 where issues <strong>of</strong> social development and<br />
peace and security were discussed.<br />
As a groundbreaking initiative, CCP-AU launched a virtual<br />
working group project on March 5 th , 2009. The four<br />
working groups established include: 1) Institutional Re<strong>for</strong>m,<br />
2) Socio-<strong>Economic</strong> Issues, 3) AU Strategic Plan,<br />
and 4) International Justice and Universal Jurisdiction.<br />
47 members have signed up to participate in the working<br />
group initiative. As the lead facilitator and supporter, the<br />
CCP-AU intends to further assist the working groups<br />
through identification and dissemination <strong>of</strong> documents,<br />
setting up and facilitating meeting dates and other lobbying<br />
opportunities, and coordinating face to face meetings<br />
with the AU <strong>Commission</strong> or providing support in other<br />
ways as requested.<br />
In June 2009, the CCP-AU held its Fifth Continental Conference<br />
in Addis Ababa, Ethiopia with the principal themes<br />
<strong>of</strong> the conference being agriculture, food security and<br />
financing <strong>for</strong> development in <strong>Africa</strong>, and peace, security<br />
and human rights in <strong>Africa</strong>.<br />
Furthermore, participants discussed various strategies to<br />
popularise the AU among <strong>Africa</strong>n citizens and to identify<br />
and involve other stakeholders in engaging with the<br />
AU and its organs (i.e. the Pan <strong>Africa</strong>n Parliament, the<br />
<strong>Economic</strong>, Social and Cultural Council, and the <strong>Africa</strong>n<br />
Citizens Directorate, among others). Participants also<br />
agreed to put in place strategies to harmonise ef<strong>for</strong>ts <strong>of</strong><br />
CCP-AU and other civil society organisations working<br />
on and with the AU.
To facilitate broader knowledge <strong>of</strong> developments within the<br />
AU by <strong>Africa</strong>n CSOs and CSOs working in <strong>Africa</strong>, the CCP-<br />
AU also promotes the electronic newsletter the AU Monitor<br />
(www.pambazuka.org/aumonitor) which is produced by<br />
Fahamu, a non-pr<strong>of</strong>it organization founded in 1997 and<br />
headquartered in Ox<strong>for</strong>d, UK with <strong>of</strong>fices in Nairobi, Kenya;<br />
Dakar, Senegal; and Cape Town, South <strong>Africa</strong>.<br />
Recognizing that there has been a significant expansion<br />
in activity across the continent relating to participatory<br />
development, democracy and the promotion <strong>of</strong> improved<br />
governance, in 2005, the U.N. <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong><br />
<strong>Africa</strong> began a “rigorous analytical study” to determine<br />
what capacity gaps existed within <strong>Africa</strong>n governance<br />
institutions. The research project had the further aim <strong>of</strong><br />
making recommendations that would help enhance the<br />
capacity <strong>of</strong> the continent’s governance institutions. The<br />
results <strong>of</strong> the study were published in what has become<br />
a biennial study entitled the <strong>Africa</strong>n Governance Report<br />
(AGR) 80 .<br />
AGR I, published in 2005, included 26 countries 81 in the<br />
research focus group and involved engaging a panel <strong>of</strong><br />
national experts through surveys on a range <strong>of</strong> governance<br />
related issues. AGR II, published in 2009 82 , found that<br />
civil society in <strong>Africa</strong> has been a significant contributor to<br />
governance and development improvements in a number<br />
<strong>of</strong> countries in various areas <strong>of</strong> governance. The study also<br />
made a number <strong>of</strong> in<strong>for</strong>mative general assessments about<br />
civil society in <strong>Africa</strong> today.<br />
In part because the number <strong>of</strong> civil society organisations<br />
has grown rapidly since the transition to democracy in<br />
many <strong>Africa</strong>n countries, and given improving capacity,<br />
AGR II experts found that the last five years have witnessed<br />
significantly increased effectiveness by CSOs.<br />
However, even while acknowledging that <strong>Africa</strong>n CSOs<br />
capacity to identify and secure funding sources has improved,<br />
AGR II lamented the fact that most CSOs in <strong>Africa</strong><br />
have no independent funding sources other than donor<br />
80 <strong>Africa</strong> Governance Report II, <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong>,<br />
Ox<strong>for</strong>d University Press, 2009<br />
81 Benin, Botswana, Burkina Faso, Cameroon, Chad, Egypt, Ethiopia,<br />
Gabon, Gambia, Ghana, Kenya, Lesotho, Malawi, Mali, Mauritius,<br />
Morocco, Mozambique, Namibia, Niger, Nigeria, Senegal, South <strong>Africa</strong>,<br />
Swaziland, Tanzania, Uganda and Zambia<br />
82 AGR II expanded the focus group <strong>of</strong> countries by 9 to include:<br />
Cape Verde, The Republic <strong>of</strong> Congo, Djibouti, Madagascar, Rwanda,<br />
Seychelles, Sierra Leone, Togo and Tunisia<br />
5. <strong>NEPAD</strong> and the <strong>Africa</strong>n Civil Society Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
support, and as such, their activities are most <strong>of</strong>ten channelled<br />
toward donor priorities. Furthermore, AGR II’s<br />
panel <strong>of</strong> experts found that CSOs in <strong>Africa</strong> still face significant<br />
funding constraints alongside other challenges,<br />
such as a lack <strong>of</strong> qualified managers, weak organisational<br />
infrastructures and other operational challenges. <strong>Africa</strong><br />
CSOs also <strong>of</strong>ten lack key advocacy skills in areas such as<br />
public relations, lobbying, research, and negotiation.<br />
AGR II also noted that most <strong>Africa</strong>n CSOs are inhibited<br />
by their external funding obligations from having the<br />
latitude to set their own agendas or dictate the pace <strong>of</strong><br />
their programmes. Many <strong>of</strong> these institutions also get<br />
caught up in the funding and reporting cycles <strong>of</strong> their<br />
international development partners and this has left little<br />
opportunity <strong>for</strong> autonomy or <strong>Africa</strong>n centred and <strong>Africa</strong>n<br />
owned agenda setting and programme design.<br />
The fact that many <strong>Africa</strong>n NGOs are also personal entities<br />
owned by individuals was also raised as a concern by the<br />
AGR II experts because such micro-organizations are more<br />
susceptible to financial mismanagement and corruption by<br />
government <strong>of</strong>ficials seeking to collude with civil society<br />
to feign transparency or to avoid disclosure.<br />
Notwithstanding the infancy and relative fragility and<br />
organizational shortcomings <strong>of</strong> the <strong>Africa</strong>n CSO sector,<br />
AGR II noted that there were a number <strong>of</strong> key areas<br />
where <strong>Africa</strong>n CSOs have been able to play constructive<br />
and important roles in <strong>Africa</strong>’s governance development,<br />
including in the following areas <strong>of</strong>:<br />
ӹ Welfare and service delivery<br />
ӹ Human rights monitoring and reporting<br />
ӹ Promotion <strong>of</strong> government accountability and<br />
transparency<br />
ӹ Provision <strong>of</strong> advisory service to government on trade<br />
and international protocol issues<br />
ӹ Environmental protection<br />
ӹ Combating corruption<br />
ӹ Budget monitoring<br />
ӹ Advocating <strong>for</strong> freedom <strong>of</strong> in<strong>for</strong>mation<br />
ӹ Policy and legislation development<br />
ӹ Campaigning <strong>for</strong> free and fair electoral processes<br />
ӹ Community stakeholder participation in development<br />
project implementation<br />
What AGR II also found was that the effectiveness <strong>of</strong> CSOs<br />
in <strong>Africa</strong> was directly commensurate with the space created<br />
65
66 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
by <strong>Africa</strong>n governments <strong>for</strong> CSO and other stakeholder<br />
contributions, and, un<strong>for</strong>tunately, this prerequisite varied<br />
considerably across the continent.<br />
In countries such as Benin, Botswana, Ghana, South <strong>Africa</strong>,<br />
Malawi, Tunisia, Senegal, and Niger, CSOs were found<br />
to have made meaningful contributions. In other states,<br />
such as Ethiopia and Egypt, governmental constraints<br />
and restrictions impacted active CSO participation in the<br />
country’s development processes.<br />
In reviewing the <strong>NEPAD</strong> process and the degree and types<br />
<strong>of</strong> engagement that have been experienced with the <strong>Africa</strong>n<br />
CSO community to date, feedback from OSSA and UNECA<br />
stakeholder <strong>for</strong>a and research reports have indicated that<br />
the depth and consistency with which the AU has pursued<br />
the establishment <strong>of</strong> CSO participation in its activities has<br />
yet to be replicated within the <strong>NEPAD</strong> process.<br />
And the findings <strong>of</strong> AGR II illustrate that in most likelihood<br />
significant domestic and international donor support<br />
and continued capacity building ef<strong>for</strong>ts will be required to<br />
facilitate enhanced and effective engagement between the<br />
<strong>Africa</strong> civil society community and <strong>NEPAD</strong>. Yet, AGR II<br />
also shows that properly resourced and engaged, the <strong>Africa</strong>n<br />
civil society can play a critically important role in taking<br />
<strong>NEPAD</strong>’s messages to the citizens <strong>of</strong> the continent and in<br />
supporting the implementation <strong>of</strong> the <strong>NEPAD</strong> programme.<br />
The AGR II findings in respect to the capacity needs <strong>of</strong><br />
<strong>Africa</strong>’s CSO community have not gone unnoticed by international<br />
donor institutions and multilateral organizations<br />
committed to <strong>Africa</strong>’s development. Thus, it is also <strong>of</strong> note<br />
that since the beginning <strong>of</strong> the 21 st century there has been<br />
a much more concerted ef<strong>for</strong>t to strengthen the capacity<br />
<strong>of</strong> <strong>Africa</strong>n CSOs and to establish wider continental, pan-<br />
<strong>Africa</strong>n, and international CSO networks. Key resource<br />
institutions and catalysts in this regard have included the<br />
UN Office <strong>of</strong> the Special Advisor on <strong>Africa</strong>, the European<br />
<strong>Commission</strong> (particularly through the PROINVEST programme),<br />
the Zimbabwe based <strong>Africa</strong> Capacity Development<br />
Foundation, and multilateral initiatives such as the<br />
Tanzania based Investment Climate Facility.<br />
An analysis <strong>of</strong> the relationship between <strong>NEPAD</strong> and the<br />
<strong>Africa</strong>n CSO community today reveals that there is indeed<br />
work toward improvement in progress. Although the level<br />
<strong>of</strong> engagement is yet not where either side would like <strong>for</strong> it<br />
to be, both sides would largely agree that the relationship<br />
has positively progressed from where it was at the inception<br />
<strong>of</strong> the <strong>NEPAD</strong> initiative.<br />
Furthermore, from a policy standpoint, it is clear to <strong>Africa</strong>n<br />
CSOs that the principles <strong>of</strong> participatory development have<br />
been captured in the <strong>NEPAD</strong> framework in the focus on<br />
Democracy and Political and <strong>Economic</strong> Governance and<br />
in the APRM programme.<br />
<strong>Africa</strong>n leaders also acknowledged in <strong>NEPAD</strong>’s framework<br />
that “the New Partnership <strong>for</strong> <strong>Africa</strong>’s Development will<br />
be successful only if it is owned by the <strong>Africa</strong>n peoples –<br />
united in their diversity”. In the Framework they have also<br />
called on all <strong>Africa</strong>n’s to mobilise in support <strong>of</strong> <strong>NEPAD</strong>:<br />
“We are there<strong>for</strong>e, asking the <strong>Africa</strong>n peoples to take up<br />
the challenge <strong>of</strong> mobilising in support <strong>of</strong> the implementation<br />
<strong>of</strong> this initiative by setting up, at all levels structures<br />
<strong>for</strong> organisation, mobilisation and action 83 .”<br />
To date, however, despite the l<strong>of</strong>ty aims espoused in the<br />
<strong>NEPAD</strong> framework, the precedent that exists <strong>for</strong> participatory<br />
development on the continent, and the recent ef<strong>for</strong>ts<br />
to develop a people centred <strong>Africa</strong>n Union, <strong>NEPAD</strong>’s<br />
leadership has been criticized over much <strong>of</strong> the past ten<br />
years <strong>for</strong> not adequately engaging with the <strong>Africa</strong>n CSO<br />
community and giving it much <strong>of</strong> a voice in the implementation<br />
<strong>of</strong> <strong>NEPAD</strong>.<br />
In fact at the inception <strong>of</strong> <strong>NEPAD</strong>, because <strong>of</strong> these feelings<br />
and perceptions <strong>of</strong> exclusion, many within the civil<br />
society were very sceptical <strong>of</strong> the initiative, if not openly<br />
antagonistic toward the programme. They asserted that<br />
the initiative lacked legitimacy as it was developed in a<br />
top down manner, and without significant CSO input.<br />
In addition to lamenting the lack <strong>of</strong> consultation and<br />
opportunity to contribute to the development <strong>of</strong> the NE-<br />
PAD framework, others within the CSO community felt<br />
strongly that the initiative’s ideological leanings were too<br />
pro-business, anti-poor and western in orientation.<br />
In the years subsequent to the launch <strong>of</strong> <strong>NEPAD</strong>, a number<br />
<strong>of</strong> different focus groups met to assess how best to bridge<br />
the initial chasm that existed between <strong>NEPAD</strong> and the<br />
CSO community.<br />
83 The <strong>Africa</strong>n Union’s New Partnership <strong>for</strong> <strong>Africa</strong>’s Development,<br />
<strong>Africa</strong>n Union and United Nations, <strong>Africa</strong> Section, Department <strong>of</strong><br />
Public In<strong>for</strong>mation, 2007, p. 11
Under the theme “Strengthening Democracy Through<br />
<strong>NEPAD</strong>: The Role <strong>of</strong> <strong>Africa</strong>n Civil Society”, on May 26-<br />
27, 2003, seventy representatives <strong>of</strong> civil society groups<br />
in <strong>Africa</strong> from the southern, eastern, western and central<br />
<strong>Africa</strong>n regions met over two days in Johannesburg, South<br />
<strong>Africa</strong> to discuss questions <strong>of</strong> how to strengthen democracy<br />
through <strong>NEPAD</strong>.<br />
The major themes discussed at the conference included: the<br />
consolidation <strong>of</strong> democracy in <strong>Africa</strong> over the last decade,<br />
the relationship between institutions and governance and<br />
civil society’s participation in institutions <strong>of</strong> governance.<br />
Delegates at the conference identified a number <strong>of</strong> concrete<br />
strategies <strong>for</strong> tackling the challenges confronting civil<br />
society in its engagement with the <strong>Africa</strong>n Peer Review<br />
Mechanism.<br />
The strategies proposed were aimed at addressing the<br />
need to publicise and share research findings, the need to<br />
establish civil society ‘nodes’ to improve co-ordination,<br />
the need <strong>for</strong> the establishment <strong>of</strong> a working group, and the<br />
need to establish a Pan <strong>Africa</strong>n Civil Society. The major<br />
task <strong>of</strong> the working group was to be concerned with the<br />
setting <strong>of</strong> norms and standards <strong>for</strong> credible democratic<br />
governance, with special focus on improving elections and<br />
the accountability <strong>of</strong> public representatives.<br />
The working group was to be comprised <strong>of</strong> two civil society<br />
representatives from each <strong>of</strong> the four <strong>Africa</strong>n regions<br />
participating in the conference. The working group was<br />
tasked with sketching the way <strong>for</strong>ward toward the establishment<br />
<strong>of</strong> a Pan <strong>Africa</strong>n Civil Society Forum on <strong>NEPAD</strong><br />
and increasing CSO participation within the <strong>Africa</strong>n Peer<br />
Review Mechanism (APRM). The Electoral Institute <strong>of</strong><br />
South <strong>Africa</strong> (EISA) was requested and agreed to per<strong>for</strong>m<br />
a co-ordinating role in the establishment <strong>of</strong> the Forum.<br />
Parallel to the South <strong>Africa</strong> gathering, on May 28-30, 2003<br />
under the theme, Mobilizing Support <strong>for</strong> the New Partnership<br />
<strong>for</strong> <strong>Africa</strong>’s Development: The Role <strong>of</strong> the Private Sector<br />
and Civil Society, a workshop was convened in Accra,<br />
Ghana by the U.N.’s Office <strong>of</strong> the Special Advisor (OSSA).<br />
This workshop concluded that the AU provisional Civil<br />
Society Working Group was not actively working on NE-<br />
PAD at a time when there was a pressing need <strong>for</strong> clarity<br />
on the roles and responsibilities <strong>of</strong> the AU versus those <strong>of</strong><br />
<strong>NEPAD</strong>. There was also an expressed need <strong>for</strong> a <strong>NEPAD</strong><br />
CSO focal point to be appointed at the national level. There<br />
5. <strong>NEPAD</strong> and the <strong>Africa</strong>n Civil Society Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
was also a belief that there were capacity constraints that<br />
needed to be addressed to ensure that the civil society<br />
could play a greater role in the <strong>NEPAD</strong> process.<br />
In part, in response to these various findings and critiques,<br />
in 2004, the <strong>NEPAD</strong> Secretariat established the<br />
Gender, Civil Society and Parliamentary Affairs Unit to<br />
ensure that civil society organizations were more effectively<br />
mobilized to participate in the <strong>NEPAD</strong> implementation<br />
process, to engage with <strong>Africa</strong>n parliamentarians, and to<br />
spearhead gender mainstreaming in all <strong>NEPAD</strong> policies<br />
and programmes.<br />
In addition to the establishment <strong>of</strong> a CSO focal point at<br />
the <strong>NEPAD</strong> Secretariat, the commencement <strong>of</strong> the <strong>Africa</strong>n<br />
Peer Review Mechanism process also significantly<br />
helped to accelerate the participation <strong>of</strong> <strong>Africa</strong>n CSOs in<br />
the <strong>NEPAD</strong> process.<br />
One <strong>of</strong> the biggest tensions which exists within the <strong>Africa</strong>n<br />
development context is balancing internationally accepted<br />
good governance practices with the development policies<br />
that take into account the unique challenges and circumstances<br />
<strong>of</strong> the <strong>Africa</strong>n context. <strong>NEPAD</strong> addresses this<br />
tension through the APRM, an initiative whose purpose<br />
it is to facilitate a contextual assessment <strong>of</strong> each member<br />
state’s institutions and governance practices. It seeks to help<br />
improve these institutions and each country’s governance<br />
practices through shared experiences and the dissemination<br />
<strong>of</strong> best practices.<br />
The APRM is not intended to be a governance watchdog<br />
but rather to encourage engagement between the government,<br />
the private sector and civil society, as well as the<br />
engagement <strong>of</strong> other like-minded <strong>Africa</strong>n states that are<br />
committed to improving their own institutions and governance<br />
practices.<br />
The scope <strong>of</strong> the assessment under the APRM includes<br />
a comprehensive review <strong>of</strong> each country’s: 1) political,<br />
2) economic, 3) corporate and 4) socio-developmental<br />
institutions, policies and practices.<br />
The APRM process is voluntary and non-antagonistic.<br />
States must indicate a firm commitment to enhancing their<br />
governance practices by submitting to periodic country<br />
reviews from their peers.<br />
67
68 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
The APRM is loosely based on models <strong>of</strong> state governance<br />
review such as the model used to review economic<br />
governance practices by the OECD. However, whilst existing<br />
models <strong>of</strong> peer review undoubtedly influenced the<br />
thinking behind the design and functions <strong>of</strong> the APRM,<br />
the <strong>Africa</strong>n version <strong>of</strong> the peer review makes significant<br />
departures and additions to the OECD model.<br />
The APRM process is in five stages:<br />
ӹ Preparation and Self Assessment – The country under review,<br />
with the assistance <strong>of</strong> the APR Secretariat, prepares<br />
an up-to-date background document on the democratic,<br />
political, economic, corporate and social conditions in<br />
the country. This stage includes what is <strong>of</strong>ten referred to<br />
as the country’s governance “self-assessment”.<br />
ӹ Country Review Mission – The country is visited by the<br />
APR Team, who are a group <strong>of</strong> independent <strong>Africa</strong>n<br />
experts under supervision <strong>of</strong> the Panel and the Secretariat.<br />
The national government and APRM Secretariat<br />
are responsible <strong>for</strong> ensuring that the APR Team will<br />
be enabled to carry out its review smoothly and with<br />
full access to all relevant sources <strong>of</strong> in<strong>for</strong>mation and<br />
stakeholders as are deemed necessary by the APR Team.<br />
ӹ Drafting <strong>of</strong> Mission Report – The APR Team prepares<br />
and drafts a country report, based on the findings <strong>of</strong> the<br />
APR Secretariat (Stage 1) and the country visit (Stage 2).<br />
This report should summarise the findings concisely and<br />
analyse their implications <strong>for</strong> the country’s governance<br />
and socio-economic development.<br />
ӹ Submission <strong>of</strong> the Country Review Report – The APR<br />
Team submits the report to the APR Panel, who are then<br />
responsible <strong>for</strong> reviewing the report in accordance with<br />
its mandate. Once this has been done, the APR Panel<br />
submits its recommendations, along with the report<br />
to the APR Forum. The APR Forum then considers<br />
both the report and the recommendations submitted,<br />
and decides what further action to take according to<br />
its mandate.<br />
ӹ Presentation and Official Publication <strong>of</strong> the Report –<br />
The country report is made accessible to the public, as<br />
well as those recommendations <strong>of</strong> the APR Panel that<br />
have been deemed appropriate by the APR Forum. The<br />
report is tabled <strong>for</strong>mally and publicly at all regional<br />
and continental organisations, such as the Pan-<strong>Africa</strong>n<br />
Parliament (PAP), the <strong>Africa</strong>n <strong>Commission</strong> on Human<br />
and People’s Rights (ACHPR), the Peace and Security<br />
Council (PSC) and the <strong>Economic</strong> and Social Council<br />
(ECOSOC) <strong>of</strong> the <strong>Africa</strong>n Union and the Regional<br />
<strong>Economic</strong> Community <strong>of</strong> the region in which the country<br />
is a member.<br />
In order to ensure that a level <strong>of</strong> oversight quality is maintained<br />
and that minimum standards are adhered to, the <strong>Africa</strong>n<br />
Peer Review Panel <strong>of</strong> Eminent Persons (APR Panel), a<br />
seven-member panel <strong>of</strong> recognized and respected <strong>Africa</strong>ns,<br />
is responsible <strong>for</strong> reviewing each country’s activities and<br />
making recommendations on how shortcomings might<br />
be rectified.<br />
Additionally, the APR Panel appoints a member to act<br />
as the focal point between the Panel and a participating<br />
country, and leads a number <strong>of</strong> support missions to the<br />
country during its self-assessment process to ensure that<br />
sufficient and necessary consultation with stakeholders<br />
takes place. The Panel can, under certain circumstances,<br />
request that a country which has prepared a draft country<br />
assessment, review its submission and resubmit it, if<br />
the Panel feels there is sufficient cause <strong>for</strong> concern that<br />
minimum standards have not been met during a country’s<br />
self-assessment process.<br />
Significantly, at the early stages <strong>of</strong> the peer review process,<br />
the APRM: Organization and Process document outlines<br />
the importance <strong>of</strong> a fully inclusive consultative process.<br />
The importance <strong>of</strong> the participation <strong>of</strong> civil society and<br />
civic organizations in the APRM is strongly rein<strong>for</strong>ced by<br />
the core documentation <strong>of</strong> the mechanism.<br />
Section 1.3 <strong>of</strong> the APRM document titled “Objectives,<br />
Standards, Criteria and Indicators <strong>for</strong> the <strong>Africa</strong>n Peer<br />
Review Mechanism” (OSCI) states:<br />
The overarching goal <strong>of</strong> the APRM is <strong>for</strong> all participating<br />
countries to accelerate their progress towards adopting<br />
and implementing the priorities and programmes <strong>of</strong><br />
the New Partnership <strong>for</strong> <strong>Africa</strong>’s Development (<strong>NEPAD</strong>),<br />
achieving the mutually agreed objectives and compliance<br />
with best practice in respect to the areas <strong>of</strong> governance and<br />
development.<br />
This can only be achieved through the sustained ef<strong>for</strong>ts <strong>of</strong> the<br />
country itself, involving all stakeholders. It requires that each<br />
country carefully develops a Programme <strong>of</strong> Action with time<br />
bound objectives and linked to national budgets to guide all<br />
stakeholders in the actions required by all – government,<br />
private sector, civil society – to achieve the country’s vision<br />
(Section 1.3 – OSCI 2003).
Key Stages<br />
Key Actors<br />
Sensitization Consultation Assessment NPA Implementation<br />
Furthermore, Point 15 in the <strong>NEPAD</strong> Declaration on<br />
Democracy, Political, <strong>Economic</strong> and Corporate Governance,<br />
another <strong>of</strong> the key documents on which the APRM<br />
is based states:<br />
To promote human rights, we [the Heads <strong>of</strong> State and Government<br />
<strong>of</strong> the participating states] have agreed to: facilitate<br />
the development <strong>of</strong> vibrant civil society organizations,<br />
including strengthening human rights institutions at the<br />
national, sub-national and regional levels (<strong>NEPAD</strong> Declaration<br />
on Democracy, Political, <strong>Economic</strong> and Corporate<br />
Governance 2002).<br />
5. <strong>NEPAD</strong> and the <strong>Africa</strong>n Civil Society Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Follow-up to<br />
NPA<br />
Assessment<br />
<strong>of</strong> NPA<br />
Government ++ +++ ++ +++ +++ +++ ++<br />
Partner Institutions:<br />
Country<br />
Level<br />
+ ++ +++ +++ ++ ++ +<br />
CSO +++ +++ +++ ++ +++ +++ +++<br />
Private Sector + +++ ++ +++ +++ +++ ++<br />
Media +++ +++ ++ ++ + +++ +++<br />
Parliament ++ ++ +++ +++ +++ +++ +++<br />
Note: + = limited engagement required, ++ = active engagement required, +++ = central actor in this process<br />
Source: Handbook <strong>for</strong> <strong>Africa</strong>n Civil Society 2008<br />
Also in Point 21, the Declaration goes on to state that:<br />
We reaffirm our [the Heads <strong>of</strong> State and Government <strong>of</strong><br />
the participating states] conviction that the development <strong>of</strong><br />
<strong>Africa</strong> is ultimately the responsibility <strong>of</strong> <strong>Africa</strong>ns themselves.<br />
<strong>Africa</strong>’s development begins with the quality <strong>of</strong> its human<br />
resources (<strong>NEPAD</strong> Declaration on Democracy, Political,<br />
<strong>Economic</strong> and Corporate Governance 2002).<br />
AU/ <strong>NEPAD</strong> Sector Sectoral Policy Framework Key Promoter(s)<br />
Infrastructure: Water & Sanitation, Energy,<br />
Transport, ICT, Development Corridors<br />
Programme <strong>for</strong> Infrastructure Development in <strong>Africa</strong> (PIDA)<br />
Spatial Development Programme (SDP)<br />
Agriculture & Food Security Comprehensive <strong>Africa</strong> Agricultural Development Programme<br />
(CAADP)<br />
Human Resource Development: Health,<br />
Education, Youth & Training, Social Affairs<br />
AU Health Strategy/ <strong>NEPAD</strong> Health Strategy<br />
AU Second <strong>Decade</strong> <strong>of</strong> Education <strong>for</strong> <strong>Africa</strong><br />
Strategic Framework <strong>for</strong> a <strong>NEPAD</strong> Youth Programme<br />
Social Policy Framework <strong>for</strong> <strong>Africa</strong><br />
AU/ <strong>NEPAD</strong>/AfDB<br />
<strong>NEPAD</strong><br />
AU/<strong>NEPAD</strong><br />
AU/ <strong>NEPAD</strong><br />
AU<br />
<strong>NEPAD</strong><br />
AU<br />
Science & Technology Consolidated Plan <strong>of</strong> Action <strong>for</strong> Science & Technology AU/ <strong>NEPAD</strong><br />
Trade, Industry, Market Access & Private<br />
Sector Development<br />
Environment & Climate Change<br />
Tourism<br />
Plan <strong>of</strong> Action <strong>for</strong> the Accelerated Industrial Development <strong>of</strong> <strong>Africa</strong>n<br />
and Implementation Strategy<br />
<strong>Africa</strong> Productive Capacity Initiative (APCI)<br />
AU/<strong>NEPAD</strong> Environment Action Plan (EAP)<br />
Sub-Regional environment Action Plans (SREAPs)<br />
<strong>NEPAD</strong> Tourism Action Plan<br />
AU/UNIDO<br />
<strong>NEPAD</strong><br />
AU/<strong>NEPAD</strong><br />
RECs<br />
<strong>NEPAD</strong><br />
Governance & Public Administration <strong>Africa</strong>n Peer Review Mechanism <strong>NEPAD</strong>/ APRM<br />
Peace & Security <strong>Africa</strong>n Peace & Security Architecture<br />
Policy Framework <strong>for</strong> Post-Reconstruction and Development<br />
Capacity Development <strong>Africa</strong>-Wide Capacity Development Strategic Framework<br />
<strong>NEPAD</strong> Capacity Development Initiative<br />
Gender Development AU Gender Policy and Action Plan AU<br />
AU<br />
<strong>NEPAD</strong><br />
69
70 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
The key actors and their involvement at the various stages<br />
<strong>of</strong> the APRM was put <strong>for</strong>th in a CSO manual developed<br />
by the UNECA in 2008.<br />
In terms <strong>of</strong> other ways in which <strong>Africa</strong>n CSOs have been<br />
involved with the implementation <strong>of</strong> <strong>NEPAD</strong>, beyond the<br />
national APRM processes, some CSO’s have been engaged<br />
in more adhoc aspects <strong>of</strong> the <strong>NEPAD</strong> Programme:<br />
ӹ Sectoral Framework Development – Development declarations<br />
by <strong>Africa</strong>n Heads <strong>of</strong> State and Government<br />
through the <strong>Africa</strong>n Union have been made in regard to<br />
a number <strong>of</strong> sectors: energy (2001), infectious diseases<br />
(2001, 2003, 2006), water (2002, 2004), peace and security<br />
(2002), agriculture and food security (2003, 2006),<br />
human rights (2003, 2005), governance (2005), education<br />
(2006), reconstruction (2006), water and sanitation<br />
(2008) and energy and transport (2009). In support <strong>of</strong><br />
these declarations, policy frameworks have been developed<br />
over the past tenyears <strong>for</strong> virtually all <strong>of</strong> the key<br />
sectors within the <strong>NEPAD</strong> programme. Furthermore,<br />
these sector policy frameworks have been developed<br />
through multi-stakeholder consultative processes:<br />
ӹ The <strong>NEPAD</strong> Spanish Fund <strong>for</strong> <strong>Africa</strong>n Women Empowerment<br />
– Since the establishment <strong>of</strong> this Fund, 6.3<br />
million Euros have been disbursed in support <strong>of</strong> 46<br />
projects in 23 countries, supporting gender initiatives<br />
in the following areas: democratic governance, agriculture,<br />
vocational skills training, micro credit, small<br />
and medium enterprises development, eradication <strong>of</strong><br />
gender based violence, promotion <strong>of</strong> the participation<br />
<strong>of</strong> women in decision making processes, sexual<br />
and reproductive health and HIV prevention services,<br />
promotion <strong>of</strong> participation <strong>of</strong> women in environment<br />
conservation practices and management, promotion <strong>of</strong><br />
human rights and elimination <strong>of</strong> disparities in primary<br />
and secondary education;<br />
ӹ The <strong>NEPAD</strong> e-<strong>Africa</strong> Youth Programme – In April 2006,<br />
the <strong>NEPAD</strong> e-<strong>Africa</strong> <strong>Commission</strong> in conjunction with<br />
the South <strong>Africa</strong>n Department <strong>of</strong> Communications<br />
agreed to support the <strong>for</strong>mation <strong>of</strong> a <strong>NEPAD</strong> e-<strong>Africa</strong><br />
Youth programme. The main objective was to build<br />
a cadre <strong>of</strong> young people who would raise awareness<br />
on issues <strong>of</strong> the In<strong>for</strong>mation Society and serve as active<br />
participants in building an inclusive In<strong>for</strong>mation<br />
Society in their countries and on the <strong>Africa</strong>n continent.<br />
Participants came from Botswana, Democratic<br />
Republic <strong>of</strong> Congo, Ethiopia, Kenya, Mali, Mauritius,<br />
South <strong>Africa</strong>, and Tunisia. The meeting came up with<br />
<strong>NEPAD</strong> e-<strong>Africa</strong> Youth Programme governance structures,<br />
roles, terms <strong>of</strong> reference and rules <strong>of</strong> procedures.<br />
A 3-year programme was agreed upon, which would<br />
be presented <strong>for</strong> adoption at the <strong>of</strong>ficial launch <strong>of</strong> the<br />
programme that would coincide with the main <strong>NEPAD</strong><br />
Youth Summit to be held in June 2006. The meeting<br />
agreed to foster partnerships with governments, business<br />
and civil society. The programme was to be linked<br />
to the flagship <strong>NEPAD</strong> e-schools programme and Governments<br />
would <strong>for</strong>m the programme focal points in<br />
their respective countries.<br />
ӹ The <strong>NEPAD</strong> Capacity Development Programme – In<br />
2006, the <strong>NEPAD</strong> Secretariat embarked upon a continent<br />
wide engagement process on capacity challenges<br />
in <strong>Africa</strong>. The process facilitated dialogue within <strong>Africa</strong><br />
and set in motion a process that led to the conceptualization<br />
and adoption <strong>of</strong> a capacity development strategy,<br />
The Capacity Development Strategic Framework<br />
(CSDF). The related <strong>NEPAD</strong> Capacity Development<br />
Initiative (CDI) has successfully managed to sensitize<br />
stakeholders on the <strong>Africa</strong>-wide CDSF and more targeted<br />
work has been undertaken in Ghana, Kenya, Rwanda<br />
and Uganda. The CDI’s engagement is aimed at putting<br />
into place processes that can enable the mainstreaming<br />
<strong>of</strong> CDSF into National Programmes <strong>of</strong> Action (NPoA).<br />
The CDI is also in the process <strong>of</strong> developing targeted<br />
interventions with stakeholders and sector groups,<br />
including agricultural parliamentarians and science<br />
linkages in collaboration with various partners, and<br />
capacity support to <strong>Africa</strong>n universities, tertiary and<br />
research institutions toward improving their relevance<br />
to national, sub-regional and continental development<br />
agenda planning processes.<br />
ӹ <strong>NEPAD</strong> Regional <strong>Economic</strong> Community Engagement<br />
with CSOs – In addition to the increasing focus on<br />
including CSOs into the various sector programmes<br />
<strong>of</strong> <strong>NEPAD</strong>, selected regional economic communities<br />
have also begun institutionalizing the input <strong>of</strong> CSOs<br />
into their planning and programme implementation<br />
processes. SADC and IGAD are two RECS leading the<br />
way in this regard. SADC has begun actively engaging<br />
CSOs in the development <strong>of</strong> the Regional Indicative<br />
Strategic Development Plan (RISDP) which is the REC’s<br />
strategic framework <strong>for</strong> deeper regional integration,<br />
poverty eradication and sustainable development. CSOs<br />
are also institutionalized contributors to the SADC<br />
National Committees, responsible <strong>for</strong> national engagement<br />
with SADC policy development matters and <strong>for</strong><br />
monitoring RISDP implementation. In addition, the
Regional Poverty Observatory, the SADC Council <strong>of</strong><br />
NGOs, the Southern <strong>Africa</strong> Trade Unions Council,<br />
the SADC Employers Group, and the Association <strong>of</strong><br />
SADC Chambers <strong>of</strong> Commerce and Industry all play<br />
a role in providing opportunities <strong>for</strong> CSO engagement<br />
in the region.<br />
Similar to actions taken by SADC, IGAD has established<br />
an NGO and CSO Forum as an interface mechanism <strong>for</strong><br />
CSO and NGO institutions in the region to work with the<br />
REC and individual member states have recognized the<br />
positive role that CSOs can play in peace building, peace<br />
keeping, and initiatives related to poverty alleviation. In<br />
2006, the IGAD Summit <strong>of</strong> Heads <strong>of</strong> States approved the<br />
IGAD CSO/NGO Forum and authorized member states<br />
to establish national steering committees <strong>of</strong> CSO/NGO<br />
institutions that were involved in regional integration,<br />
poverty alleviation, and peace and security. The member<br />
states <strong>for</strong>m part <strong>of</strong> the national steering committees and<br />
provide 50% <strong>of</strong> the funding required <strong>for</strong> the work <strong>of</strong> the<br />
committee. The CSOs on the steering committee contribute<br />
the other half <strong>of</strong> the funding. Through this structure, IGAD<br />
states have undertaken mapping exercises <strong>of</strong> CSO activity<br />
in the region and are working to develop a comprehensive<br />
CSO database. 84<br />
Beyond the above-mentioned initiatives, CSO’s have also<br />
engaged on an adhoc basis with the <strong>NEPAD</strong> Secretariat<br />
on issues such as CAADP implementation, G8 <strong>for</strong>a and<br />
the aid agenda, climate change, and development finance.<br />
When assessing the level and depth <strong>of</strong> engagement that has<br />
developed between the <strong>NEPAD</strong> process and civil society, it<br />
is important to recognize that structurally there has been<br />
significant change within <strong>NEPAD</strong> and with how <strong>NEPAD</strong><br />
interacts with the <strong>Africa</strong>n Union. The AU/ <strong>NEPAD</strong> integration<br />
process has taken nearly three years and ef<strong>for</strong>ts to<br />
finalize AU/ <strong>NEPAD</strong> alignment are in fact on-going. Parallel<br />
to <strong>NEPAD</strong>’s development has been the development <strong>of</strong><br />
ECOSOCC and CCP-AU and more <strong>for</strong>mal structures <strong>for</strong><br />
CSO engagement within the broader AU agenda. These<br />
initiatives and the best practice gained from REC engagement<br />
initiatives will in<strong>for</strong>m and enable improved CSO<br />
interaction within all elements <strong>of</strong> <strong>NEPAD</strong>. Furthermore,<br />
the APRM process continues to hold promise <strong>for</strong> CSO<br />
involvement within <strong>Africa</strong>n member states.<br />
84 Adhoc Expert Group Meeting on Assessment and Way Forward<br />
after 5 Years: The Role <strong>of</strong> Civil Society and the Private Sector in the<br />
Implementation <strong>of</strong> the <strong>NEPAD</strong> Programme, RCM-ECA, pp.11-13<br />
5. <strong>NEPAD</strong> and the <strong>Africa</strong>n Civil Society Today A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Yet, opportunities to contribute alone will not facilitate the<br />
level <strong>of</strong> participation required to make <strong>NEPAD</strong> a people<br />
centred initiative with grass roots buy-in, support and<br />
resource mobilization. There are specific challenges to<br />
increased CSO engagement in the <strong>NEPAD</strong> processes that<br />
need to be addressed:<br />
ӹ Operational and Technical Capacity Deficiencies – Many<br />
<strong>Africa</strong>n CSOs lack adequate technical capacity and<br />
analytical skills to effectively champion the tenets <strong>of</strong><br />
<strong>NEPAD</strong> and to conduct policy analysis and programme<br />
review to ensure that their constituents view points<br />
and needs are incorporated adequately into <strong>NEPAD</strong><br />
programmes. Thus, training, capital, mentoring and<br />
other support are needed to develop stronger and more<br />
able CSO organizations, generally, and toward effective<br />
CSO participation in the <strong>NEPAD</strong> process, specifically;<br />
ӹ Increased Institutionalized Communications Channels<br />
– Notwithstanding the very important plat<strong>for</strong>m and<br />
clear space given to CSOs to participate in the APRM<br />
process, and despite the establishment <strong>of</strong> a CSO focal<br />
point <strong>of</strong>ficer in the <strong>NEPAD</strong> Secretariat, there is a greater<br />
need by the Secretariat to develop, publish and promote<br />
a clear roadmap <strong>of</strong> consistent engagement with CSOs in<br />
all facets <strong>of</strong> the <strong>NEPAD</strong> programmes – in a way similar<br />
to the IPSAD programme within the <strong>NEPAD</strong> e-<strong>Africa</strong><br />
<strong>Commission</strong>. Most CSOs in <strong>Africa</strong> still do not have a<br />
firm understanding <strong>of</strong> how to engage with <strong>NEPAD</strong> – at<br />
the national level, sub-regional level, continental level<br />
nor in regard to the various programmatic components<br />
to the AU/<strong>NEPAD</strong> <strong>Africa</strong>n Action Plan.<br />
ӹ Lack <strong>of</strong> ECOSOCC/ AU CSOs Engagement in <strong>NEPAD</strong><br />
Process – While considerable ef<strong>for</strong>t has been made<br />
over the past ten years to engage CSOs in the AU processes,<br />
significantly less has been done to incorporate<br />
the <strong>NEPAD</strong> programme into the discussions that are<br />
held between the AU and the CSOs that it has mobilized.<br />
While it is likely that this will be addressed in the<br />
coming years as the <strong>NEPAD</strong> programme is more fully<br />
integrated into the AU structures, a strategy, plan <strong>of</strong><br />
action and results framework to make the connection<br />
materialize is needed.<br />
ӹ Lack <strong>of</strong> Adequate Inter-Civil Society Dialogue – Most<br />
civil society organizations in <strong>Africa</strong> are young institutions<br />
and have the various operational challenges<br />
mentioned earlier in this report. There are also international<br />
CSO organizations, which most <strong>of</strong>ten are<br />
better resourced, that are also active in <strong>Africa</strong>. At times<br />
these two groups have clashed over who has the greater<br />
71
72 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
legitimacy to speak out on issues and whose views<br />
should be incorporated into stakeholder processes. As<br />
arguably each <strong>of</strong> these CSO constituents has a role to<br />
play in the continent’s development, there is a need to<br />
establish more opportunities <strong>for</strong> discussion about how<br />
sometimes divergent views can be harmonized or lead<br />
to a collectively held compromise view point.<br />
ӹ Need to Improve Communications Strategy and Capacity<br />
– Consistently from the earliest meetings related<br />
to <strong>NEPAD</strong> and engagement with CSO community, to<br />
more recent discussions in 2009, many have lamented<br />
that the <strong>NEPAD</strong> message has been muffled and muddled<br />
(if it gets out at all) when disseminated to <strong>Africa</strong>’s<br />
citizens. The average <strong>Africa</strong>n, if aware <strong>of</strong> <strong>NEPAD</strong>, feels<br />
very little ownership <strong>of</strong> the initiative nor an inspiration<br />
to participate in its implementation – in large part<br />
because the correlation between direct improvement in<br />
his or her standard <strong>of</strong> living and <strong>NEPAD</strong>’s programmes<br />
has not been effectively made. Thus, <strong>NEPAD</strong>’s architects<br />
and promoters must work to increase transparency,<br />
accountability and promote a citizen-focus in all <strong>of</strong> the<br />
initiative’s programmes. The <strong>Africa</strong>n print and broadcast<br />
Strengths<br />
• Development <strong>of</strong> ECOSOCC and CCP-AU establishes vehicles<br />
through which <strong>Africa</strong>n CSOs can work to learn more about the<br />
<strong>NEPAD</strong> processes<br />
• The AU/<strong>NEPAD</strong> integration process should bring additional CSO<br />
interest and skill sets to bear within the <strong>NEPAD</strong> process<br />
• The UN’s OSSA has established a web based database <strong>of</strong> more<br />
than 2000 <strong>Africa</strong>n CSOs by sector that can be accessed by <strong>NEPAD</strong><br />
programme coordinators to solicit input in the various progrannes<br />
• Growing cadre <strong>of</strong> competent, technically capable and nationally,<br />
regionally and internationally connected <strong>Africa</strong> CSOs<br />
• Expanding number <strong>of</strong> pan-<strong>Africa</strong>n technical CSO networks <strong>for</strong><br />
<strong>NEPAD</strong> to engage with<br />
Weaknesses<br />
• Lack <strong>of</strong> adequate number <strong>of</strong> national and regional <strong>NEPAD</strong> CSO<br />
focal points cross <strong>Africa</strong><br />
• Capacity constraints among CSOs<br />
• Turf and legitimacy issues that periodically emerge between <strong>Africa</strong>n<br />
CSOs and International CSOs in <strong>Africa</strong><br />
• Existing distrust <strong>of</strong> CSOs that remains in a number <strong>of</strong> <strong>Africa</strong>n<br />
governments<br />
• Lingering scepticism about the aims and interests behind <strong>NEPAD</strong><br />
still held by some in <strong>Africa</strong>n CSO community<br />
• Lack <strong>of</strong> <strong>for</strong>mally incorporated engagement mechanism <strong>for</strong> CSOs<br />
to be involved in all aspects <strong>of</strong> <strong>NEPAD</strong><br />
media have to become more engaged to get out the very<br />
basis aspects <strong>of</strong> <strong>NEPAD</strong> and to report on the successes<br />
and best practices that have come to pass over the past<br />
tenyears.<br />
ӹ Need to Raise the Prominence <strong>of</strong> <strong>NEPAD</strong> as a Policy<br />
and Programme Priority at the National Level Within<br />
Member States – Just as <strong>Africa</strong>n regional integration has<br />
lagged because member states have tended to put national<br />
priorities above regional policy and programmes,<br />
given the strong regional integration and sub-regional<br />
organ and infrastructure development focus <strong>of</strong> <strong>NEPAD</strong>,<br />
unless and until most <strong>Africa</strong>n states make <strong>NEPAD</strong> a<br />
clear national agenda item and priority, adequate space<br />
will not be created <strong>for</strong> interested CSOs to engage locally<br />
in the <strong>NEPAD</strong> processes. As most <strong>Africa</strong>n CSOs function<br />
locally and give voice to local/ national concerns,<br />
the prioritization <strong>of</strong> <strong>NEPAD</strong> at national strategy levels<br />
will definitely enhance CSO focus on <strong>NEPAD</strong> issues.<br />
A SWOT analysis is also instructive in identifying current<br />
engagement factors that impact upon the <strong>Africa</strong>n CSOs<br />
relationship with the <strong>NEPAD</strong> process:<br />
Opportunities<br />
• Diaspora CSOs interested in the work <strong>of</strong> the AU will also be useful<br />
resources to engage regarding <strong>NEPAD</strong><br />
• APRM still relatively young initiative with much to be dome in<br />
almost all <strong>Africa</strong>n countries<br />
• New revised AAP delineates 2010-2015 project focus- all <strong>of</strong> which<br />
hold opportunities <strong>for</strong> CSO involvement<br />
• Growing number <strong>of</strong> donor funded support programmes that can<br />
aid CSOs – ProInvest, ICF<br />
• The 2009-2010 <strong>NEPAD</strong> Business Plan explicitly calls on the Secretariat<br />
to step up ef<strong>for</strong>ts to engage with CSOs<br />
• Engagement with the various sectoral clusters developing – UN<br />
RCM, <strong>Africa</strong>-EU Partnership Forum<br />
Threats<br />
• Global economic crisis impedes financial flows to CSO support<br />
programmes<br />
• <strong>Africa</strong>n governments determining not to create increased spaces<br />
within which CSOs can engage<br />
• Any hiccups or delays in the AU/ <strong>NEPAD</strong> integration process<br />
• <strong>NEPAD</strong> inability/ refusal to support capacity development within<br />
CSO community and within the REC community (the latter need<br />
CSO focal points)<br />
• Competition with international CSOs whose agendas are not<br />
aligned with those <strong>of</strong> <strong>Africa</strong>n CSOs but who have more resources<br />
to work with and with which to be heard and to use to engage<br />
with <strong>NEPAD</strong>
<strong>NEPAD</strong> <strong>Africa</strong>n Private<br />
Sector and CSO Engage-<br />
ment Facilitation Resources<br />
Recognizing that there is a dual responsibility and interest<br />
in the facilitation <strong>of</strong> <strong>NEPAD</strong> engagement with the<br />
<strong>Africa</strong>n private sector and civil society, respectively, and<br />
that both <strong>NEPAD</strong> and the <strong>Africa</strong>n private sector and civil<br />
society should be equally proactive in working toward the<br />
<strong>NEPAD</strong> Agency and Key General Support Resources<br />
ӹ <strong>NEPAD</strong> Agency<br />
(www.nepad.org)<br />
International Business Gateway<br />
Block B, Gateway Park, Corner Challenger & Columbia<br />
Avenues<br />
Midridge Office Park, New Road, Midrand 1685<br />
P.O. Box 1234, Halfway House<br />
Midrand 1685, South <strong>Africa</strong><br />
Tel: [27] (11) 256-3600 or [27](11)+<br />
Fax: [27] (11) 256-4414<br />
E-mail: info@nepad.org<br />
673<br />
CHAPTER<br />
establishment <strong>of</strong> better linkages with one another, it will<br />
be helpful if there are some starting points identified that<br />
can help accelerate the processes <strong>of</strong> developing channels<br />
<strong>for</strong> more consistent and sustainable dialogue.
74 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Role/Department/Programme in <strong>NEPAD</strong><br />
Agency<br />
Name Telephone Email address<br />
Chief Executive Officer Dr. Ibrahim Assane Mayaki +27 11 256 3633 ceo-<strong>of</strong>fice@nepad.org<br />
Programme Implementation & Coordination Ms Estherine Lisinge-Fotabong +27 11 256 3627 EstherineF@nepad.org<br />
Strategic Planning and Knowledge<br />
Management<br />
Mr. Gengezi Mgidlana +27 11 256 3626 GengeziM@nepad.org<br />
Office <strong>of</strong> the CEO Mr. Bankole Adeoye +27 11 256 3602 BankoleA@nepad.org<br />
Partnerships, Resource Mobilization and<br />
Communications<br />
Policy Alignment and Programme<br />
Development<br />
Pr<strong>of</strong>. Richard Mkandawire +27 11 256 3626 RichardM@nepad.org<br />
Pr<strong>of</strong>. Aggrey Ambali +27 12 841 3688 aggrey@nepadst.org<br />
AggreyA@nepad.org<br />
Gender Programme Ms Rosalie Lo +27 11 256 3658 RosalieL@nepad.org<br />
Capacity Development Programme Ms Florence Nazare +27 11 256 3632 FlorenceN@nepad.org<br />
e-<strong>Africa</strong> Programme (ICT) Dr. Edmund Katiti +27 12 841 4624 EdmundK@nepad.org<br />
ekatiti@africacommission.org<br />
Special Assistant to the CEO Mr. Ibrahim Gourouza +27 11 256 3638 Ibrahimgourouza.m@nepad.org<br />
Agriculture & Food Security (CAADP) Mr. Martin Bwalya +27 11 256 3400 BwalyaM@nepad.org<br />
Infrastructure (PIDA) Mr. Adama Deen +27 11 256 3651 AdamaD@nepad.org<br />
Fisheries Programme (PAF) Dr. Sloans Chimatiro +27 11 256 3606 SloansC@nepad.org<br />
Sustainable Land and Water Management/<br />
Terr<strong>Africa</strong> Program<br />
<strong>Africa</strong>n Science & Technology Innovation<br />
Initiative (ASTII)<br />
Mr. Ousmane Djibo +27 11 256 3616 OusmaneD@nepad.org<br />
Dr. Towela Nyirenda Jere +27 12 841 3392 TowelaN@nepad.org<br />
Human Resources Mrs. Fatou Cessay-Jallow +27 11 256 3613 FatouC@nepad.org<br />
Finance, Budget, Administration Mr. Kossi Toulassi +27 11 256 3642 KossiT@nepad.org<br />
CAADP Project and Biosciences<br />
Coordination<br />
Mr. Mohamed Abdella +27 11 256 3623 MohammedA2@nepad.org<br />
Education, Training and Youth Pr<strong>of</strong>. Mzabanzi Mboya +27 11 256 3624 MzobanziM@nepad.org<br />
<strong>Africa</strong>n Biosafety Network <strong>of</strong> Expertise<br />
(ABNE)<br />
Pr<strong>of</strong>. Diran Makinde +226 50 33 15 01 diran.makinde@nepadbiosafety.net<br />
CAADP - Rural Futures Program Dr. Marcel Nwalozie +221-338 590 526 marcel.nwalozie@nepadbiosafety.net<br />
<strong>Economic</strong> Development Policy Analysis Dr. Ibrahim Kamara +27 11 256 3400 Ibrahim.Kamara@nepad.org<br />
ӹ Regional Coordination Mechanism/ <strong>Economic</strong><br />
Development and <strong>NEPAD</strong> Division UN <strong>Economic</strong><br />
<strong>Commission</strong> <strong>for</strong> <strong>Africa</strong><br />
(www.<strong>uneca</strong>.org)<br />
P. O. Box 3001<br />
Addis Ababa<br />
Ethiopia<br />
Phone: [251] (11) 544-3163<br />
Fax: [251] (11) 551-0389<br />
E-mail: ennadozie@<strong>uneca</strong>.org<br />
ӹ Office <strong>of</strong> the Special Adviser on <strong>Africa</strong> United<br />
Nations<br />
New York, New York 10017<br />
USA<br />
Tel: [1] (212) 963-0359<br />
Fax: [1] (212) 963-3892
ӹ Office <strong>of</strong> <strong>NEPAD</strong> and Regional Integration<br />
<strong>Africa</strong>n Development Bank<br />
(www.afdb.org )<br />
BP 323 -1002<br />
15 Avenue du Ghana<br />
<strong>Africa</strong>n Regional <strong>Economic</strong> Communities<br />
ӹ Arab Maghreb Union (UMA)<br />
(www.maghrebarabe.org)<br />
14 Rue Zalagh<br />
Rabat-Agdal, Morocco<br />
Tel.: (212) 37 671 274/ (212) 37 671 278/ 212 37 671<br />
280/ (212) 37 671 285<br />
Fax: (212) 37 671 253<br />
E-mail: sg.uma@maghrebarabe.org<br />
ӹ Community <strong>of</strong> Sahel-Saharan States (CEN-SAD)<br />
(www.cen-sad.org)<br />
P.O. Box 4041<br />
Tel: (218) 3614832/ (218) 3614833/ (218) 3614834<br />
Fax: (218) 3614832<br />
E-mail:<br />
ӹ Southern <strong>Africa</strong>n Development Community (SADC)<br />
(www.sadc.int)<br />
SADC House<br />
Private Bag 0095<br />
Gaborone, Botswana<br />
Telephone: (267) 3951 863<br />
Fax: (267) 3972 848<br />
E-mail: registry@sadc.int<br />
ӹ Intergovernmental Authority <strong>for</strong> Development<br />
(IGAD)<br />
(www.igadregion.org)<br />
P.O. Box. 2653<br />
Djibouti<br />
Tel: (253) 35 40 50<br />
Fax: (253) 35 69 94<br />
E-mail: igad@intnet.dj<br />
ӹ <strong>Economic</strong> Community <strong>of</strong> West <strong>Africa</strong>n States<br />
(ECOWAS)<br />
(www.ecowas.int)<br />
60, Yakubu Gowon Crescent,<br />
Asokoro District<br />
P.O. Box. 401<br />
Abuja, Nigeria<br />
6. <strong>NEPAD</strong> <strong>Africa</strong>n Private Sector and CSO Engagement Facilitation Resources A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Tunis-Belvedere<br />
Tunisia<br />
Tel: [216] 71 10 25 77<br />
Fax: [216] 71 351 933<br />
E-mail: l.manneh@afdb.org<br />
Tel: (234) (9) 31 47 647-9,<br />
Fax: (234) (9) 31 43 005, 31 47 646<br />
E-mail: info@ecowasmail.net<br />
ӹ East <strong>Africa</strong>n Community (EAC)<br />
(www.eac.int)<br />
Arusha International Conference Centre (AICC)<br />
Building<br />
Kilimanjaro Wing, 5th Floor<br />
P.O. Box 1096<br />
Arusha, TANZANIA<br />
Tel: 255 27 2504253/4/6/7/8<br />
Fax: 255 27 2504255/2504481<br />
E-mail: eac@eachq.org or eac@eac.int<br />
ӹ Common Market <strong>for</strong><br />
Eastern and Southern <strong>Africa</strong> (COMESA)<br />
(www.comesa.int)<br />
Comesa Centre<br />
Cairo Road<br />
P.O. Box 30051<br />
10101 Lusaka, Zambie<br />
Tel: (260) 1 22 97 26/29<br />
Fax: (260) 1 22 51 07/ 22 73 18<br />
E-mail: secgen@comesa.int and<br />
comesa@comesa.int<br />
ӹ <strong>Economic</strong> Community <strong>of</strong> Central <strong>Africa</strong>n States<br />
(ECCAS)<br />
(www.ceeac-eccas.org)<br />
BP 2112<br />
Libreville, Gabon<br />
Tel: (241) 44 47 31<br />
Fax: (241) 44 47 32<br />
E-mail: ceeac.orgsr@inet.ga<br />
75
76 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Private Sector Engagement Facilitation<br />
The following analysis <strong>of</strong> the three levels <strong>of</strong> association that<br />
exist <strong>for</strong> private sector organizations in the implementation<br />
<strong>of</strong> <strong>NEPAD</strong> (beyond engagement with government or<br />
with RECs), was presented as an illustration <strong>of</strong> existing<br />
structures in Eastern <strong>Africa</strong> (specifically drawn from a<br />
study <strong>of</strong> <strong>NEPAD</strong> structures in Kenya, Mauritius, Tanzania<br />
Organization/ Structure <strong>of</strong> Involvement <strong>of</strong> the Private Sector in <strong>NEPAD</strong><br />
and Uganda) in the 2007 OSSA publication entitled: “The<br />
Private Sector’s Institutional Response to <strong>NEPAD</strong>: Review<br />
<strong>of</strong> Current Experiences and Practices” 85 :<br />
85 Mosha, F., Chapter Four – East <strong>Africa</strong>, The Private Sector’s Institutional<br />
Response to <strong>NEPAD</strong>: Review <strong>of</strong> Current Experiences and<br />
Practices, UN OSSA, 2006, pp. 95-96<br />
<strong>NEPAD</strong> Secretariat and <strong>NEPAD</strong> Focal Points National Focal Points – Key In<strong>for</strong>mation Access Points –<br />
<strong>NEPAD</strong> Kenya (Ministry <strong>of</strong> Planning)<br />
<strong>NEPAD</strong> Mauritius (Ministry <strong>of</strong> Foreign Affairs)<br />
<strong>NEPAD</strong> Tanzania (Ministry <strong>of</strong> Planning)<br />
<strong>NEPAD</strong> Uganda (National Planning Authority)<br />
RECs and Regional Business Associations Layer #1 –<br />
EAC – East <strong>Africa</strong>n Business Council<br />
East <strong>Africa</strong>n Chamber <strong>of</strong> Commerce<br />
COMESA – COMESA Business Council<br />
IGAD – IGAD Business Forum<br />
SADC – SADC Business Forum<br />
Association <strong>of</strong> SADC Chambers <strong>of</strong> Commerce and Industry<br />
National Business Associations Layer #2 –<br />
KENYA<br />
Private Sector Alliance<br />
National Chamber <strong>of</strong> Commerce and Industry<br />
Association <strong>of</strong> Manufacturuers<br />
Business Council<br />
Association <strong>of</strong> Building and Civil Engineering Contractors<br />
MAURITIUS<br />
Chamber <strong>of</strong> Commerce and Industry<br />
Chamber <strong>of</strong> Agriculture<br />
Enterprise Mauritius<br />
National <strong>Economic</strong> and Social Council<br />
Building and Civil Engineering Contractors Associations<br />
TANZANIA<br />
National Private Sector Foundation<br />
Business Council<br />
Confederation <strong>of</strong> Tanzania Industry<br />
Chamber <strong>of</strong> Commerce Industry and Agriculture<br />
Construction Council<br />
UGANDA<br />
National Chamber <strong>of</strong> Commerce and Industry<br />
Manufacturers Association<br />
Private Sector Foundation<br />
National Association <strong>of</strong> Building and Civil Engineering Contractors<br />
Corporate Members <strong>of</strong> National Associations Layer # 3 –<br />
Potential domestic and <strong>for</strong>eign investors in <strong>NEPAD</strong> Projects/ programmes
In terms <strong>of</strong> organization <strong>of</strong> resources, the above illustration<br />
points out that there are three levels <strong>of</strong> private sector<br />
organizations potentially involved in the implementation<br />
<strong>of</strong> <strong>NEPAD</strong>.<br />
The first layer is the regional associations that pool together<br />
all <strong>of</strong> the private stakeholders at the regional level. The second<br />
layer is comprised <strong>of</strong> the national individual and apex<br />
associations. The third layer is made up <strong>of</strong> the individual<br />
corporations who are members <strong>of</strong> these associations at<br />
both national and regional levels.<br />
According to the analysis undertaken, the first step <strong>of</strong><br />
implementation <strong>of</strong> <strong>NEPAD</strong> projects begins at the <strong>NEPAD</strong><br />
Agency or with the <strong>NEPAD</strong> national focal point under<br />
government ministries responsible <strong>for</strong> working with both<br />
the RECs and <strong>NEPAD</strong>. These ministries typically are<br />
responsible <strong>for</strong> harmonizing both national and regional<br />
perspectives <strong>of</strong> <strong>NEPAD</strong> programmes and provide support<br />
<strong>for</strong> the implementation <strong>of</strong> projects at both the national<br />
and regional levels.<br />
They also determine, through their participation in the<br />
RECs the specific <strong>NEPAD</strong> projects which will actually be<br />
implemented and prioritized.<br />
Even when governments desire to enter into bilateral agreements<br />
with donors to pursue project within individual<br />
countries as “<strong>NEPAD</strong>” projects or undertake components<br />
<strong>of</strong> regional <strong>NEPAD</strong> projects, without going through the<br />
RECs, it is the <strong>NEPAD</strong> national focal that plays the facilitating<br />
role at the national level. Thus, whether a project be<br />
national or regional in focus, the <strong>NEPAD</strong> Focal point <strong>of</strong> the<br />
country <strong>of</strong> origin <strong>of</strong> the private sector firm or organization<br />
is the key link with all <strong>of</strong> the other stakeholders.<br />
The RECs have been designated as the principal developers<br />
and managers <strong>of</strong> the majority <strong>of</strong> the <strong>NEPAD</strong> programme.<br />
They are thus responsible <strong>for</strong> engaging with the regional<br />
business organizations and working with them to involve<br />
the private sector in regional projects. The regional associations<br />
in turn are responsible <strong>for</strong> providing coordinating<br />
leadership and facilitation assistance to their membership<br />
at national level as it is this membership who are the<br />
prospective investors, partners and contractors <strong>of</strong> the<br />
<strong>NEPAD</strong> projects.<br />
In this analysis, the three key access points <strong>for</strong> private<br />
sector institutions interested in becoming involved with/<br />
6. <strong>NEPAD</strong> <strong>Africa</strong>n Private Sector and CSO Engagement Facilitation Resources A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
benefiting from <strong>NEPAD</strong> projects are: 1) the National Focal<br />
Point ministries in each member state, 2) the <strong>NEPAD</strong><br />
Agency, and 3) the Regional Business Organizations that<br />
work with the RECs to which the member state belongs<br />
(recognizing that one country may be a member <strong>of</strong> multiple<br />
RECs).<br />
Key resources to engage with to identify national <strong>NEPAD</strong><br />
Focal Points and <strong>NEPAD</strong> project involved regional business<br />
organizations can be found via the <strong>NEPAD</strong> Secretariat<br />
and/or the <strong>NEPAD</strong> RECs. Additional support institutions<br />
include:<br />
ӹ Selected Private Sector Support Resources<br />
• Private Sector Forum<br />
<strong>Africa</strong>n Union<br />
(www.africa-union.org)<br />
Policy Officer-Private Sector Development<br />
<strong>Economic</strong> Affairs Department<br />
PO Box 3243<br />
Addis Ababa, Ethiopia<br />
Tel: +251 11 551 7700<br />
Fax: +251 11 551 0249<br />
• Private Sector Section<br />
Governance and Public Administration Division<br />
United Nations <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong><br />
<strong>Africa</strong><br />
(www.<strong>uneca</strong>.org)<br />
P.O. Box 3001<br />
Addis Ababa, Ethiopia<br />
Tel : +251 11 544 3436<br />
Fax : +251 11 551 1953<br />
• Private Enterprise Partnership <strong>for</strong> <strong>Africa</strong><br />
(www.ifc.org)<br />
International Finance Corporation<br />
14 Fricker Road<br />
Illovo 2196<br />
PO Box 41283, Craighall 2024<br />
Johannesburg, South <strong>Africa</strong><br />
Tel: [27] (11) 731 3000<br />
Fax: [27] (11) 268 0060<br />
77
78 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
• PRO€INVEST Management Unit<br />
(www.proinvest-eu.org)<br />
Centre <strong>for</strong> the Development <strong>of</strong> Enterprise<br />
(CDE)<br />
European <strong>Commission</strong><br />
Avenue Herrmann-Debroux 52<br />
B-1160 Brussels<br />
Belgium<br />
Tel: [32] (2) 679 1850<br />
Fax: [32] (2) 679 1870<br />
Email: infos@proinvest-eu.org<br />
• World Bank Diaspora Programme<br />
(www.worldbank.org/afr/diaspora)<br />
Regional Operations Advisor<br />
Capacity Development Management Action<br />
Plan Unit – <strong>Africa</strong> Region<br />
The World Bank<br />
1818 H Street, NW<br />
Washington, DC 20433<br />
Tel: [1] (202) 458 0302<br />
Fax: [1] (202) 522 3329<br />
E-mail: afrdiaspora@worldbank.org<br />
• <strong>NEPAD</strong> Infrastructure Investment Facility<br />
(www.africaninfrastructure.com)<br />
Afrifocus House<br />
93 Chislehurston<br />
Sandton 2196<br />
Johannesburg<br />
South Afica<br />
Tel: [27] (11) 783 2431<br />
Fax: [27] (11) 784 5569<br />
E-mail: info@africaninfrastructure.com<br />
• <strong>Africa</strong>n Business Roundtable<br />
(www.abrnetwork.org)<br />
Suite 242, ECOWAS <strong>Commission</strong><br />
60, Yakubu Gowon Crescent<br />
Asokoro, Abuja<br />
Nigeria<br />
Tel: [234]( 9) 314 2629<br />
Fax: [234]( 9) 314 2627<br />
E-mail: info@abrnetwork.org<br />
• <strong>NEPAD</strong> Business Foundation<br />
(www.nepadbusinessfoundation.org)<br />
No 3 Gwen Lane, 1st Floor<br />
Sandton, 2146, South <strong>Africa</strong><br />
Tel: [27] (11) 884 1888<br />
Fax: [27] (11) 884 0061<br />
• Pan <strong>Africa</strong>n Chambers <strong>of</strong> Commerce<br />
(www.ethiopianchamber.com)<br />
c/o Ethiopian Chamber <strong>of</strong> Commerce and<br />
Sectoral Associations<br />
PO Box 517<br />
Addis Ababa, Ethiopia<br />
Tel: [251] (11) 551 8240<br />
Fax: [251] (11) 551 7699<br />
• Comprehensive <strong>Africa</strong>n Agriculture<br />
Development Programme<br />
(www.nepad-caadp.net)<br />
<strong>NEPAD</strong> Secretariat<br />
International Business Gateway<br />
Block B, Gateway Park, Corner Challenger<br />
& Columbia Avenues<br />
Midridge Office Park, New Road, Midrand<br />
1685<br />
P.O. Box 1234, Halfway House<br />
Midrand 1685, South <strong>Africa</strong><br />
Tel: [27] (11) 256-3600<br />
Fax: [27] (11) 256-4414<br />
• <strong>NEPAD</strong> e-<strong>Africa</strong> <strong>Commission</strong><br />
(www.eafricacommission.org)<br />
c/o SA Council <strong>for</strong> Scientific and Industrial<br />
Research<br />
PO Box 395<br />
Building 43 B<br />
Pretoria 0001, South <strong>Africa</strong><br />
Tel: [27] (12) 841 4523<br />
Fax: [27] (12) 841-4094
• <strong>NEPAD</strong>-Spanish Fund <strong>for</strong> the Empowerment <strong>of</strong><br />
<strong>Africa</strong>n Women<br />
(www.nepad.org)<br />
<strong>NEPAD</strong> Secretariat<br />
International Business Gateway<br />
Block B, Gateway Park, Corner Challenger<br />
& Columbia Avenues<br />
CSO Engagement Facilitation<br />
The engagement <strong>of</strong> <strong>Africa</strong>n CSOs in the <strong>NEPAD</strong> process<br />
is a bit more straight <strong>for</strong>ward than it had been in the past<br />
as there is a designated focal point within the <strong>NEPAD</strong><br />
Secretariat tasked with facilitating CSO engagement and<br />
support. The APRM Secretariat is also an important resource<br />
to engage <strong>for</strong> CSOs interested in getting involved<br />
in their respective country’s APRM process.<br />
An additional significant resource that has been developed,<br />
largely through the ef<strong>for</strong>ts <strong>of</strong> the U.N. Office <strong>of</strong> the Special<br />
Adviser on <strong>Africa</strong> (OSAA) to strengthen <strong>Africa</strong>n NGOs,<br />
is a database <strong>of</strong> <strong>Africa</strong> focused CSOs that provides an<br />
excellent resource <strong>for</strong> network among CSOs and resource<br />
identification <strong>for</strong> public sector institutions, including NE-<br />
PAD, seeking grass roots and technical input from civil<br />
society in <strong>Africa</strong>.<br />
The first edition <strong>of</strong> the Directory <strong>of</strong> <strong>Africa</strong>n NGOs was<br />
published in 1999. It was updated in 2002 and 2004. The<br />
number <strong>of</strong> NGOs listed increased from 1,896 in 1999 to<br />
2459 in 2002. A total <strong>of</strong> 3776 organizations are featured<br />
in the third edition published in 2004.<br />
The organizations in the Directory are arranged by country<br />
and listed alphabetically according to their <strong>of</strong>ficial<br />
name within the country. The order <strong>of</strong> countries follows<br />
the English alphabet. The text appears in either English<br />
or French, regardless <strong>of</strong> the <strong>of</strong>ficial language used by the<br />
NGO. The main menu, which serves as table <strong>of</strong> contents,<br />
appears only in English.<br />
Each description provides general in<strong>for</strong>mation, including<br />
the name <strong>of</strong> the organization, the year <strong>of</strong> creation, the<br />
type <strong>of</strong> organization, the contact person and address. It<br />
also includes the NGO’s purpose, its major activities, an<br />
illustration <strong>of</strong> the organization’s work, the international<br />
and local languages used in its work, financial sources and<br />
6. <strong>NEPAD</strong> <strong>Africa</strong>n Private Sector and CSO Engagement Facilitation Resources A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
Midridge Office Park, New Road, Midrand<br />
1685<br />
P.O. Box 1234, Halfway House<br />
Midrand 1685, South <strong>Africa</strong><br />
Tel: [27] (11) 256 3600<br />
Fax: [27] (11) 256 4414<br />
E-mail: rosalielo@nepad.org<br />
the list <strong>of</strong> networks, umbrella organizations or federations<br />
with which the NGO is affiliated.<br />
Six annexes follow the descriptive section:<br />
ӹ List <strong>of</strong> organizations in alphabetical order, by country,<br />
ӹ List <strong>of</strong> organizations grouped by the following priority<br />
action areas: agriculture, health, HIV/AIDS, education,<br />
environment, poverty eradication, conflict resolution,<br />
micro-finance, and youth and women organizations<br />
ӹ List <strong>of</strong> organizations by category<br />
ӹ List <strong>of</strong> networking organizations at regional and international<br />
levels (Affiliates)<br />
ӹ List <strong>of</strong> NGO focal points<br />
ӹ The questionnaire used to collect in<strong>for</strong>mation, in both<br />
English and French.<br />
In addition to these useful resources, other institutions<br />
that are working to facilitate increased CSO engagement<br />
in all AU/ <strong>NEPAD</strong> processes include the following:<br />
ӹ Gender, Civil Society and Parliament Affairs<br />
<strong>NEPAD</strong><br />
(www.nepad.org)<br />
International Business Gateway<br />
Block B, Gateway Park, Corner Challenger &<br />
Columbia Avenues<br />
Midridge Office Park, New Road, Midrand 1685<br />
P.O. Box 1234, Halfway House<br />
Midrand 1685, South <strong>Africa</strong><br />
Tel: [27] (11) 256 3600<br />
Fax: [27] (11) 256 4414<br />
E-mail: rosalielo@nepad<br />
79
80 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
ӹ <strong>Africa</strong>n Peer Review Mechanism<br />
(www.aprm.krazyboyz.co.za)<br />
Unit A 101, Gateway Park<br />
Cnr Challenger & Columbia Ave<br />
Midridge Park<br />
Midrand 1685, South <strong>Africa</strong><br />
PO Box 1234, Halfway House<br />
Halfway House 1685, South <strong>Africa</strong><br />
Tel: [27] (11) 313 3401<br />
Fax: [27] (11) 313 3086<br />
ӹ Office <strong>of</strong> the Special Adviser on <strong>Africa</strong><br />
United Nations NGO Directory<br />
www.un.org/africa/osaa/ngodirectory/index.htm<br />
Office S-760BB<br />
New York, New York 10017<br />
USA<br />
Tel: [1] (212) 963-0359<br />
Fax: [1] (212) 963-3892<br />
ӹ Civil Society Section<br />
Governance & Public Administration Division<br />
United Nations <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong><br />
(www.<strong>uneca</strong>.org)<br />
P.O. Box 3001<br />
Addis Ababa, Ethiopia<br />
Tel : +251 11 544 3436<br />
Fax : +251 11 551 1953<br />
ӹ PRO€INVEST Management Unit<br />
(www.proinvest-eu.org)<br />
Centre <strong>for</strong> the Development <strong>of</strong> Enterprise (CDE)<br />
European <strong>Commission</strong><br />
Avenue Herrmann-Debroux 52<br />
B-1160 Brussels<br />
Belgium<br />
Tel: [32] (2) 679 1850<br />
Fax: [32] (2) 679 1870<br />
Email: infos@proinvest-eu.org<br />
ӹ Policy Officer, Regional Integration and <strong>Economic</strong><br />
Cooperation Division<br />
<strong>Economic</strong> Affairs Department<br />
(www.africa-union.org)<br />
<strong>Africa</strong>n Union<br />
PO Box 3243<br />
Addis Ababa, Ethiopia<br />
Tel: [251] (11) 551 7700 Ext. 205<br />
Fax: [251] (11) 551 0249<br />
E-mail: victoriaf@africa-union.org<br />
ӹ <strong>Africa</strong>n Union Mission to the USA<br />
(www.africa-union.org)<br />
1919 Pennsylvania Avenue, Suite 7001<br />
Washington, DC 20006, USA<br />
Tel: [1](202) 293 8990/8006<br />
E-mail: shbai@aol.com<br />
ӹ Citizens and Diaspora Directorate<br />
<strong>Africa</strong>n Union<br />
(www.africa-union.org)<br />
PO Box 3243<br />
Addis Ababa, Ethiopia<br />
Tel: [251] (11) 551 3822<br />
Fax: [251] (11) 551 9321<br />
E-mail: jinmia@africa-union.org<br />
ӹ <strong>Economic</strong>, Social and Cultural Council (ECOSOCC)<br />
<strong>Africa</strong>n Union<br />
(www.africa-union.org/ECOSOC/home.htm)<br />
PO Box 3243<br />
Addis Ababa, Ethiopia<br />
Tel: [251] (11) 551 3822<br />
Fax: [251] (11) 551 9321<br />
E-mail: jinmia@africa-union.org<br />
The Centre <strong>for</strong> Citizens’ Participation in the <strong>Africa</strong>n<br />
Union<br />
(www.ccp-au.org) and<br />
ӹ The AU Monitor (online journal)<br />
(www.pambazuka.org/aumonitor)<br />
Fax: [251] (11) 661-3533 or [251] (91) 386 5187<br />
E-mail: aucitizens@yahoo.com or<br />
aucitizens@gmail.com
ӹ <strong>Africa</strong>n Capacity Building Foundation<br />
(www.acbf-pact.org)<br />
7th & 15th Floors, Intermarket Life Towers,<br />
Cnr. Jason Moyo/Sam Nujoma Street,<br />
P. O. Box 1562<br />
Harare, Zimbabwe.<br />
Tel: [263] (4) 790-398/9 or 700-208/210<br />
Fax: [263] (4) 702-915 or 738-520<br />
Email: root@acbf-pact.org<br />
ӹ <strong>Economic</strong> Development: Infrastructure and<br />
Communications Networks, Trade and Regional<br />
Integration<br />
European <strong>Commission</strong><br />
(www.ec.europa.eu)<br />
Development and Relations with <strong>Africa</strong>, Caribbbean<br />
and Pacific States<br />
European <strong>Commission</strong>-Office SC15 04/116 – 1049<br />
Brussels, Belgium<br />
Rue de la Science/ Wetenschapsstraat 15<br />
1040 Bruxelles, Belgium<br />
Tel: [32] (2) 299 36 82<br />
Fax: [32] (2) 299 0603<br />
6. <strong>NEPAD</strong> <strong>Africa</strong>n Private Sector and CSO Engagement Facilitation Resources A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
ӹ Investment Climate Facility<br />
(www.icfafrica.org)<br />
2nd Floor, 50 Mirambo Street,<br />
P.O. Box 9114<br />
Dar es Salaam, Tanzania<br />
Tel: [255] (22) 212 9211<br />
Fax: [255] (22) 212 9210<br />
Email: info@icfafrica.org or <strong>for</strong> projects:<br />
projects@icfafrica.org<br />
81
Deepening Ownership and<br />
Partnership <strong>of</strong> <strong>NEPAD</strong>:<br />
Key Recommendations<br />
While much has been made <strong>of</strong> the various shortcomings<br />
<strong>of</strong> <strong>NEPAD</strong> in its relatively short life, there are some very<br />
concrete and tangible opportunities emerging <strong>for</strong> engagement/<br />
re-engagement within the <strong>NEPAD</strong> programme <strong>for</strong><br />
<strong>Africa</strong>n private sector institutions and <strong>Africa</strong>n CSOs.<br />
Two evolutionary processes occurred simultaneously which<br />
present unprecedented opportunities <strong>for</strong> increased engagement<br />
with <strong>NEPAD</strong> and renewed opportunity <strong>for</strong> the private<br />
sector and civil society to participate in, and benefit from<br />
<strong>NEPAD</strong>’s programme <strong>of</strong> action: the <strong>NEPAD</strong> integration<br />
and the planned trans<strong>for</strong>mation <strong>of</strong> the <strong>Africa</strong>n Union<br />
<strong>Commission</strong> into the <strong>Africa</strong>n Union Authority<br />
<strong>NEPAD</strong>/ AU Integration Process – The evolution process<br />
that led to the creation <strong>of</strong> a <strong>NEPAD</strong> Planning and Coordination<br />
Agency will create increased CSO engagement<br />
with <strong>NEPAD</strong> as the CSOs actively involved with the AUC<br />
will now find the <strong>NEPAD</strong> Agency within their purview<br />
<strong>for</strong> monitoring as an integrated organ <strong>of</strong> the Union. The<br />
<strong>Africa</strong>n private sector will note that there are increased<br />
business opportunities and support <strong>for</strong> SMEs available<br />
through <strong>NEPAD</strong> given the refinements made in the AU/<br />
<strong>NEPAD</strong> <strong>Africa</strong>n Action Plan and the expanded resources<br />
that have been pledged/ mobilized to support <strong>NEPAD</strong>’s<br />
implementation over the next five years. The <strong>NEPAD</strong><br />
Agency should also find more resources mobilized <strong>for</strong><br />
its support as “<strong>NEPAD</strong>” becomes a prospective beneficiary<br />
<strong>of</strong> resources mobilized in support <strong>of</strong> the UN-AU<br />
Cooperation: Framework <strong>for</strong> the “Ten-year Capacity<br />
Building Programme <strong>for</strong> the <strong>Africa</strong>n Union” which<br />
was launched in 2006. This evolving but comprehensive<br />
framework aims to clarify the areas, <strong>for</strong>ms and scale <strong>of</strong><br />
783<br />
CHAPTER<br />
how the UN system responds to the capacity needs <strong>of</strong><br />
the <strong>Africa</strong>n Union.<br />
AU <strong>Commission</strong> trans<strong>for</strong>mation into the <strong>Africa</strong>n Union<br />
Authority Process – During the 13 th Ordinary Session held<br />
in Sirte, Libya in July 2009, the Assembly <strong>of</strong> Heads <strong>of</strong> State<br />
and Government <strong>of</strong> the <strong>Africa</strong>n Union considered and<br />
endorsed the recommendations <strong>of</strong> the 12 th Extraordinary<br />
Session <strong>of</strong> the Executive Council on the trans<strong>for</strong>mation n<br />
<strong>of</strong> the <strong>Africa</strong>n Union <strong>Commission</strong> into the <strong>Africa</strong>n Union<br />
Authority. The trans<strong>for</strong>mation <strong>of</strong> the <strong>Commission</strong> into<br />
an Authority is intended to strengthen the institutional<br />
framework <strong>of</strong> the Union in order to enable it to play its role<br />
in accelerating the political and socio-economic integration<br />
<strong>of</strong> the Continent towards the achievement <strong>of</strong> the United<br />
States <strong>of</strong> <strong>Africa</strong>. Selected functions <strong>of</strong> the Authority beyond<br />
those already existing under the AU <strong>Commission</strong> include:<br />
ӹ Promotion <strong>of</strong> Pan-<strong>Africa</strong>nism and the protection and<br />
defense, generally, <strong>of</strong> <strong>Africa</strong>n interests within and outside<br />
<strong>of</strong> the continent,<br />
ӹ Mobilization <strong>of</strong> <strong>Africa</strong>n people on the continent and in<br />
the Diaspora to identify with and support the process<br />
<strong>of</strong> renewal and re<strong>for</strong>m <strong>of</strong> the continent as a framework<br />
<strong>for</strong> <strong>Africa</strong>n renaissance;<br />
ӹ Coordinate the implementation <strong>of</strong> the Common <strong>Africa</strong>n<br />
Defense and Security Policy relating to defense as<br />
well as the strategies and mobilization <strong>of</strong> the resources<br />
required <strong>for</strong> the defense <strong>of</strong> the Continent.<br />
With this transition, the AU’s work to mobilize the <strong>Africa</strong>n<br />
Diaspora as the 6 th region and the many relationships with<br />
the Diaspora that have been developing over the past five
84 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
years should create effective channels to popularize NE-<br />
PAD within the Diaspora and to mobilize technical and<br />
financial resources from within the Diaspora in support<br />
<strong>of</strong> <strong>NEPAD</strong>. Furthermore, those <strong>NEPAD</strong> focused CSO’s<br />
involved with conflict resolution, post conflict redevelopment<br />
and peace and security will have an expanded<br />
portfolio to work with under the new expanded mandates<br />
<strong>of</strong> the <strong>Africa</strong>n Union Authority.<br />
Recognizing that ownership sentiment also comes with<br />
opportunities to become involved in the planning and<br />
delivery processes <strong>of</strong> <strong>NEPAD</strong>, a significant increase in<br />
programmatic involvement by <strong>Africa</strong>’s private sector and<br />
CSO community is also bound to engender increased<br />
feelings and incidences <strong>of</strong> grass roots <strong>Africa</strong>n ownership.<br />
Today, in part in response to the evolutionary processes<br />
mentioned above, there is unprecedented opportunity <strong>for</strong><br />
<strong>Africa</strong>n stakeholders to become meaningfully involved in<br />
<strong>NEPAD</strong> initiatives and greater resources to support the development<br />
and delivery <strong>of</strong> <strong>NEPAD</strong> projects. Additionally,<br />
Accelerating ownership and engagement<br />
with the <strong>Africa</strong>n Private Sector<br />
The AU/<strong>NEPAD</strong> 2010-2015 <strong>Africa</strong>n Action Plan<br />
The AU/<strong>NEPAD</strong> <strong>Africa</strong>n Action Plan 2010-2015 provides<br />
a comprehensive project opportunity overview .<br />
The elements <strong>of</strong> the Action Plan are organized under<br />
nine sectors:<br />
ӹ Infrastructure (Energy, Water and Sanitation, Transport,<br />
and ICT)<br />
ӹ Agriculture and Food Security<br />
ӹ Human Resource Development (Health, Education,<br />
Youth and Training, and Social Affairs)<br />
ӹ Science and Technology<br />
ӹ Trade, Industry, Market Access & Private Sector<br />
Development<br />
ӹ Environment and Climate Change, and Tourism<br />
ӹ Governance and Public Administration, Peace and<br />
Security<br />
ӹ Capacity Building<br />
ӹ Gender Development<br />
more resources than ever have been identified and mobilized<br />
to specifically support <strong>Africa</strong>n-led, broad based,<br />
participatory, <strong>NEPAD</strong> implementation programmes and<br />
these resources can be harnessed to engender increased<br />
<strong>Africa</strong>n ownership in the <strong>NEPAD</strong> programmes.<br />
While institutional ef<strong>for</strong>ts must continue to create space<br />
<strong>for</strong> <strong>Africa</strong>n CSO engagement and <strong>Africa</strong>n private sector<br />
participation by the <strong>NEPAD</strong> Secretariat and within<br />
REC and national focal point structures, actual project<br />
involvement is, arguably, the fastest way to rapidly expand<br />
ownership and participation within <strong>NEPAD</strong> processes.<br />
Toward this end, four distinct <strong>NEPAD</strong> related programmes<br />
present unique and tangible opportunities <strong>for</strong> private<br />
sector and CSO engagement with <strong>NEPAD</strong>. Although the<br />
private sector and <strong>Africa</strong>n CSO community have space<br />
<strong>for</strong> contribution in all four projects, two <strong>of</strong> the initiatives<br />
hold comparatively more opportunity <strong>for</strong> CSO engagement,<br />
and two hold comparatively more opportunity <strong>for</strong><br />
private sector engagement:<br />
Within these nine sectors 80 programmes and projects<br />
have been prioritized <strong>for</strong> implementation during the 2010-<br />
2015 timeframe:<br />
ӹ 19 projects are at stage 1: programme/ project<br />
identification<br />
ӹ 25 projects are at stage 2: feasibility/ needs assessment<br />
ӹ 29 projects are at stage 3: programme/ project structuring<br />
and promotion<br />
ӹ 7 projects are at stage 4: implementation and operations.<br />
The revised AAP also contains “Emerging Priorities” that<br />
are additional programmes and projects that will create<br />
a pipeline <strong>for</strong> the future and include selected regional<br />
priority projects that are not included in the AAP as pan-<br />
<strong>Africa</strong>n priorities.<br />
The total cost <strong>of</strong> implementing the stage 3 and stage 4<br />
priority programmes and projects is estimated at US$10.2<br />
billion and US$3.3 billion has been committed toward their
implementation. US$6.9 billion is yet to be raised. The<br />
stage 1 and stage 2 studies and pilot projects are estimated<br />
to cost approximately US$70 million. A further US$51<br />
billion toward implementation was identified based on<br />
pre-feasibility estimates but not included within the AAP<br />
budgetary plan given the early stage nature <strong>of</strong> the projects.<br />
Given the recent experiences <strong>of</strong> accelerating donor support,<br />
notwithstanding the global financial crisis <strong>of</strong> the past two<br />
years, it is expected that the US$6.9 billion shortfall will<br />
be committed within the five year programme <strong>of</strong> the AAP.<br />
Toward achieving the aims <strong>of</strong> the AAP 2010-2015, US$100<br />
million to recapitalise the Infrastructure Project Preparation<br />
Facility and provide <strong>for</strong> project development work in<br />
other sectors is also being sought.<br />
The AAP also advocates the involvement <strong>of</strong> investment<br />
advisors to promote and raise capital <strong>for</strong> those projects<br />
that have clear indications <strong>of</strong> economic return.<br />
Participation <strong>of</strong> the <strong>Africa</strong>n private sector in the AAP<br />
would involve the following actions:<br />
ӹ Registration with one or more implementing agencies –<br />
The majority <strong>of</strong> the <strong>NEPAD</strong> programmes and projects<br />
are implemented through partner agencies such as<br />
the <strong>Africa</strong>n Development Bank, World Bank, various<br />
U.N. agencies, bilateral agencies and the European<br />
Union. All <strong>of</strong> these institutions have fairly transparent<br />
procurement processes and straight <strong>for</strong>ward supplier<br />
registration rules. Consulting opportunities can be<br />
pursued through these agencies;<br />
ӹ Familiarization with Sponsor Ministries/ Institutions<br />
– Each <strong>of</strong> the identified <strong>NEPAD</strong> priority projects has<br />
a sponsor and the AAP has developed a project/ programme<br />
description that identifies key stakeholders.<br />
For <strong>Africa</strong>n private sector institutions that believe they<br />
have the capacity to deliver or otherwise take part in<br />
7. Toward Ownership and Partnership with <strong>NEPAD</strong>: Key Recommendations A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
The Comprehensive <strong>Africa</strong>n Agriculture Development Programme<br />
CAADP is the agricultural programme <strong>of</strong> the New Partnership<br />
<strong>for</strong> <strong>Africa</strong>’s Development (<strong>NEPAD</strong>) and was established<br />
by the AU assembly in 2003. CAADP focuses<br />
on improving food security, nutrition, and increasing<br />
incomes in <strong>Africa</strong>’s largely farming based economies by<br />
raising agricultural productivity by at least 6% per year<br />
and increasing public investment in agriculture to 10%<br />
the implementation <strong>of</strong> projects that have already been<br />
designed, it will be incumbent upon them to introduce<br />
themselves to the project promoters (RECs, national<br />
ministries, donors/ private financiers) and other stakeholders<br />
as part <strong>of</strong> their ef<strong>for</strong>t to position themselves to<br />
become a contractor or sub-contractor to undertake /<br />
participate in the project;<br />
ӹ Present Adequate Capacity and a Strong Track Record<br />
– For more complex projects and programmes, where<br />
<strong>Africa</strong>n private sector members may deem that additional<br />
capacity may be required to implement the<br />
project, it will be practical to seek to establish joint<br />
ventures or to develop consortia to present a team that<br />
has the collective capacity and track record to support<br />
selection as the lead project implementation contractor;<br />
ӹ Pursue Set-Aside and Supply Chain Opportunities –<br />
Where projects are significantly larger and beyond the<br />
capacity <strong>of</strong> local <strong>Africa</strong>n private sector members, they<br />
should still advocate with national and regional stakeholders<br />
that various aspects <strong>of</strong> the project be set aside<br />
<strong>for</strong> their participation and/or that <strong>for</strong>eign contractors<br />
be required to sub-contract certain levels <strong>of</strong> the project<br />
to local sub-contractors.<br />
The AAP also presents projects where there will be resources<br />
available <strong>for</strong> capacity building. Here it will be<br />
incumbent <strong>for</strong> national and regional bodies <strong>of</strong> organized<br />
business to alert their constituencies to the levels and<br />
type <strong>of</strong> support available and to encourage them to apply<br />
<strong>for</strong> financial and technical support. Projects such as the<br />
<strong>NEPAD</strong> Spanish Fund <strong>for</strong> <strong>Africa</strong>n Women Empowerment<br />
provide a good example <strong>of</strong> resources than can be<br />
<strong>of</strong> assistance in this regard. Similarly, the ABR developed<br />
<strong>NEPAD</strong> Infrastructure Investment Facility <strong>of</strong>fers small<br />
and medium sized infrastructure interested companies<br />
in<strong>for</strong>mation and technical assistance that can be leveraged<br />
to become involved in the <strong>NEPAD</strong> infrastructure<br />
development programme.<br />
<strong>of</strong> national budgets per year. Overall, CAADP’s goal is to<br />
eliminate hunger and reduce poverty through agriculture.<br />
To date 19 countries are at different stages <strong>of</strong> participating<br />
in CAADP’s processes.<br />
By 2015, CAADP envisions an <strong>Africa</strong> that has:<br />
85
86 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Summary <strong>of</strong> AAP Priority Programmes and Projects by Sector, 2010-2015<br />
Number <strong>of</strong> Priority<br />
Projects and<br />
Programmes<br />
Implementation/Operational<br />
Cost<br />
Based on stage 2, 3, 4<br />
Ests. (sum 75 Euro,<br />
67 Pound)<br />
Cost <strong>of</strong> Stage 1, 2, 3<br />
Studies<br />
Sector US Million<br />
Energy<br />
Water and Sanitation<br />
Transport<br />
ICT<br />
Development Corridors<br />
Agriculture and Food<br />
Security<br />
Health<br />
Education, Youth and<br />
Training<br />
Social Affairs<br />
Science and Technology<br />
Trade, Industry, Market<br />
Access<br />
Private Sector Development<br />
Environment Climate<br />
Change<br />
Tourism<br />
Governance and Public<br />
Administration<br />
Peace and Security<br />
Capacity Development<br />
Gender Development<br />
All Sectors<br />
Studies and Pilots 1 10.00<br />
Pre-Feasibility Cost<br />
Estimates<br />
(e.g. Stage 1<br />
drearuer)<br />
Implementation 6 3,555.00 20,000 0.50<br />
Studies and Pilots<br />
Implementation 3 120.00 1,250 53.00<br />
Studies and Pilots 7 22.31<br />
Implementation 9 2,590.60 4,000 70.00<br />
Studies and Pilots 6 2.70<br />
Implementation 1 1,400.00 2,250 1,005.00<br />
Studies and Pilots 1 0.25<br />
Implementation<br />
Studies and Pilots 2 12.40<br />
Implementation 6 1,637.00 1,050 1,610.00<br />
Studies and Pilots 6 2.75<br />
Implementation 1 6,450<br />
Studies and Pilots 7 11.50<br />
Implementation 1 17.00 15,000 17.00<br />
Studies and Pilots 3 1.62<br />
Implementation 10<br />
Studies and Pilots<br />
Implementation 8 141.80 250 40.48<br />
Studies and Pilots 2 2.95<br />
Implementation 1 200.00 175.00<br />
Studies and Pilots 1 0.25<br />
Implementation 2 399.00 640 265.00<br />
Studies and Pilots 0.25<br />
Implementation<br />
Studies and Pilots<br />
Implementation 1 7.10<br />
Studies and Pilots<br />
Implementation<br />
Studies and Pilots 3 2.66<br />
Implementation<br />
Studies and Pilots<br />
Implementation 2 97.00 67.00<br />
Studies and Pilots 39 69.64 27.05<br />
Implementation 41 10,164.50 50,900 3,302.98<br />
Commitments
ӹ Dynamic agricultural markets within countries and<br />
between regions in <strong>Africa</strong>;<br />
ӹ Farmers taking part in the market economy and enjoying<br />
good access to markets so that <strong>Africa</strong>, capitalising on<br />
its comparative and competitive advantages, becomes<br />
a net exporter <strong>of</strong> agricultural products;<br />
ӹ A more equitable distribution <strong>of</strong> wealth <strong>for</strong> rural populations<br />
– in terms <strong>of</strong> higher real incomes and relative<br />
wealth. Rural populations will have more equitable<br />
access to land, physical and financial resources, and<br />
knowledge, in<strong>for</strong>mation and technology <strong>for</strong> sustainable<br />
development;<br />
ӹ <strong>Africa</strong> as a strategic player in agricultural science and<br />
technology, meeting the growing needs and demands<br />
<strong>of</strong> <strong>Africa</strong>n agriculture; and<br />
ӹ Environmentally sound agricultural production and a<br />
culture <strong>of</strong> sustainable management <strong>of</strong> natural resources<br />
as a result <strong>of</strong> better knowledge, more in<strong>for</strong>mation and<br />
the application <strong>of</strong> technology.<br />
While <strong>Africa</strong>n countries are continuously adopting the<br />
CAADP Agenda into their agriculture and rural development<br />
strategies and programmes, through October 2009,<br />
Togo, Burundi, Ethiopia, Sierra Leone, Benin, Mali, Niger<br />
and Liberia had signed their CAADP Compacts. Rwanda<br />
was the first country to sign up in 2007.<br />
Ghana, Nigeria, Gambia, Cote d’Ivoire, Malawi, Uganda,<br />
Swaziland, Kenya and Zambia have also advanced with<br />
the Country Roundtables and are expected to sign their<br />
compacts in 2009/2010. In Zimbabwe, <strong>NEPAD</strong> is in the<br />
process <strong>of</strong> exploring support <strong>for</strong> CAADP implementation.<br />
An initial preparatory and planning mission has already<br />
been held. The focus is now on developing appropriate<br />
responses to the food security challenges facing Zimbabwe.<br />
The <strong>NEPAD</strong> Secretariat coordinates CAADP through five<br />
strategic functions.<br />
ӹ Promoting CAADP Principles – <strong>NEPAD</strong> promotes<br />
CAADP principles in CAADP implementation processes<br />
and investment programmes. <strong>NEPAD</strong> helps<br />
countries to adapt the CAADP principles, operationalise<br />
the pillar frameworks, and use the CAADP roundtable<br />
processes. To do this <strong>NEPAD</strong> leverages technical expertise,<br />
supports Regional <strong>Economic</strong> Communities, and<br />
strengthens links with other <strong>NEPAD</strong> units.<br />
ӹ Managing Communication and In<strong>for</strong>mation – <strong>NEPAD</strong><br />
manages communication and in<strong>for</strong>mation to support<br />
7. Toward Ownership and Partnership with <strong>NEPAD</strong>: Key Recommendations A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
the implementation <strong>of</strong> the CAADP agenda and partnerships.<br />
<strong>NEPAD</strong> collects and shares in<strong>for</strong>mation on<br />
processes and tools. Some <strong>of</strong> the ways this is done include:<br />
establishing a knowledge database, and using<br />
public in<strong>for</strong>mation campaigns (local and international)<br />
to raise awareness <strong>of</strong> what CAADP is doing and the<br />
changes it is bringing about.<br />
ӹ Facilitating and Coordinating Monitoring and Evaluation<br />
– <strong>NEPAD</strong> facilitates and coordinates monitoring<br />
and evaluation. This includes assessing impact and facilitating<br />
the sharing <strong>of</strong> lessons and peer review. <strong>NEPAD</strong><br />
captures and shares key lessons through peer review<br />
and joint assessment. This also means evaluating the<br />
impact <strong>of</strong> the CAADP agenda on <strong>NEPAD</strong> national and<br />
continental development objectives. In 2008, <strong>NEPAD</strong><br />
reviewed CAADP’s first five years to evaluate the per<strong>for</strong>mance<br />
<strong>of</strong> CAADP as a network in achieving its goals.<br />
ӹ Linking Resources with Programmes – <strong>NEPAD</strong> builds<br />
partnerships and coalitions to link resources with agricultural<br />
investment programmes. Strong international<br />
and regional partnerships are vital <strong>for</strong> the success <strong>of</strong><br />
CAADP.<br />
ӹ Harnessing Key Thinking and Experience – <strong>NEPAD</strong><br />
harnesses key thinking and experience on emerging<br />
national, international and global issues related to<br />
agriculture, to articulate <strong>Africa</strong>n perspectives and to<br />
contribute to the evolution <strong>of</strong> the CAADP Agenda.<br />
<strong>NEPAD</strong> makes sure that up-to-date in<strong>for</strong>mation on<br />
trends in <strong>Africa</strong>n agriculture and rural development<br />
is easily available both locally and internationally. NE-<br />
PAD directs strategic in<strong>for</strong>mation about developments<br />
affecting CAADP to all stakeholders.<br />
There are four key focus areas or “pillars” that undergird<br />
the agricultural improvement and investment programme<br />
under CAADP: 1) Sustainable Land and Water Management,<br />
2) Market Access, 3) Food Supply and Hunger, and<br />
4) Agricultural Research.<br />
The country roundtable is also an important component<br />
<strong>of</strong> CAADP because although CAADP is continental in<br />
scope, it is realised through national ef<strong>for</strong>ts to promote<br />
growth in the agriculture sector and economic development.<br />
Thus, CAADP is not really a set <strong>of</strong> programmes, but<br />
rather a framework <strong>of</strong> key principles and targets that are<br />
to be tailored to the circumstance <strong>of</strong> each participating<br />
member state.<br />
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As no single road map will suit all countries, each <strong>Africa</strong>n<br />
country is expected to implement the CAADP Agenda in<br />
its own way – although each will be able to use a common<br />
set <strong>of</strong> tools, such as the Pillar frameworks and the country<br />
roundtable processes. Success will be measured by the<br />
extent to which each country’s policies and investment<br />
programmes change are re<strong>for</strong>med as benchmarked against<br />
the common principles and goals <strong>of</strong> the CAADP Agenda.<br />
The national roundtables lead to national pacts between<br />
donors and individual governments that will help different<br />
countries to achieve the four Pillars. Each national<br />
roundtable takes responsibility <strong>for</strong>:<br />
ӹ aligning state policies with regional priorities and the<br />
four Pillars;<br />
ӹ exploiting synergies and discussing economic bottlenecks<br />
between neighbouring countries, and deciding<br />
appropriate action on those matters;<br />
ӹ identifying gaps in the donor funding needed to achieve<br />
agreed priorities;<br />
ӹ initiating work to monitor and evaluate CAADP’s progress<br />
at the national, regional and continental levels.<br />
With the four Pillars as a framework, CAADP ef<strong>for</strong>ts drill<br />
down to the national level through a roundtable process<br />
that focuses on:<br />
ӹ exploiting synergies and inclusive, evidence-based discussions<br />
on socio-economic bottlenecks and deciding<br />
appropriate action on those matters;<br />
ӹ identifying gaps in donor funding needed to achieve<br />
agreed priorities;<br />
ӹ initiating work to monitor and evaluate CAADP’s progress<br />
at the national, regional and continental levels;<br />
ӹ aligning state policies with regional priorities and the<br />
four Pillars;<br />
ӹ developing long-term commitments to finance agricultural<br />
investment programmes that are aligned with<br />
CAADP principles and targets.<br />
The country roundtable process is flexible and is being<br />
constantly adapted, becoming more robust as it is used<br />
and refined.<br />
Since CAADP’s inception, <strong>NEPAD</strong>, the Regional <strong>Economic</strong><br />
Communities (RECs) and the <strong>Africa</strong>n Union (AU), have<br />
worked together with a number <strong>of</strong> donors and <strong>Africa</strong>n<br />
governments to mobilise and harmonise support <strong>for</strong> the<br />
initiative. Collectively, they have helped to establish the<br />
CAADP Multi-donor Trust Fund which is hosted at the<br />
World Bank and funnels financial support to CAADP<br />
processes and investments.<br />
The CAADP Multi-donor Trust Fund is a flexible yet<br />
systematic, efficient and reliable way to:<br />
ӹ Allow economies <strong>of</strong> scale<br />
ӹ Complement existing resources mobilised around<br />
CAADP Pillars and other thematic priorities<br />
ӹ Facilitate partnerships and coalition building among<br />
<strong>Africa</strong>n institutions, partners and donors<br />
ӹ Harmonise priorities<br />
ӹ Increase the efficiency and effectiveness <strong>of</strong> financial<br />
resources<br />
ӹ Target specific gaps in financing, capacity and<br />
technology<br />
For potential private sector partners, consultants and/or<br />
clients, each <strong>of</strong> the four CAADP pillars <strong>of</strong>fers different<br />
prospective engagement opportunities:<br />
Pillar 1 –<br />
Sustainable Land and Water Management<br />
The lead technical agencies <strong>of</strong> Pillar 1 are the University<br />
<strong>of</strong> Zambia, and the Burkina Faso based Permanent Interstate<br />
Committee <strong>for</strong> Drought Control in the Sahel. The<br />
programme in Pillar 1 focuses on:<br />
ӹ Development <strong>of</strong> the pillar vision and framework<br />
ӹ Forging partnerships <strong>for</strong> sustainable land and water<br />
management<br />
ӹ The mobilization <strong>of</strong> US$150 million, leveraging US$1<br />
billion, and<br />
ӹ Facilitation <strong>of</strong> the CAADP country roundtables.<br />
Key initiatives under Pillar 1 to date involve the following:<br />
ӹ Terr<strong>Africa</strong>: Under Pillar 1, the Terr<strong>Africa</strong> Initiative has<br />
mobilised US$1 billion <strong>for</strong> investment in country programmes<br />
<strong>for</strong> sustainable land and water management<br />
through the Global Environment Facility (GEF) Strategic<br />
Investment Programme. Initially, GEF provided<br />
US$150 million; a further US$900 million was invested<br />
by the Initiative. The design <strong>of</strong> country programmes and<br />
disbursement <strong>of</strong> funds is already under way.<br />
ӹ Conservation agriculture: In 2008, the Norwegian Government<br />
committed US$4 million in response to the
high food prices, but with a special focus on conservation<br />
agriculture. This is being used in a joint <strong>NEPAD</strong>-<br />
FAO programme (2008-10) to scale up the adoption <strong>of</strong><br />
conservation agriculture in Southern <strong>Africa</strong>. It aims<br />
to reach 23,700 rural households. Farmers in Lesotho,<br />
Mozambique, Swaziland and Zimbabwe have been<br />
trained and given improved seed varieties and appropriate<br />
technologies such as the jab planter and planting<br />
basin methods. Women and children are key targets<br />
<strong>of</strong> the programme, which in 2010 will be extended to<br />
Eastern <strong>Africa</strong>.<br />
ӹ Water and irrigation: Under Pillar 1, <strong>NEPAD</strong> coordinates,<br />
aligns and manages knowledge initiatives across<br />
the continent. An initiative to address regional constraints<br />
to scaling up investments in irrigation development<br />
was launched. Here <strong>NEPAD</strong> focused on ensuring<br />
that regional resource mobilisation directly supports<br />
country CAADP processes.<br />
Pillar 2 – Market Access<br />
Pillar 2 aims to increase market access through improved<br />
rural infrastructure and other trade-related interventions.<br />
The lead agency under Pillar 2 is the Dakar, Senegal based<br />
Conference <strong>of</strong> Ministers <strong>of</strong> Agriculture <strong>of</strong> West and Central<br />
<strong>Africa</strong> (CMA/WCA):<br />
The objectives <strong>of</strong> Pillar 2 are to:<br />
ӹ Accelerate growth in the agricultural sector by raising<br />
the capacities <strong>of</strong> private entrepreneurs (including<br />
commercial and small-holder farmers) to meet the increasingly<br />
complex quality and logistic requirements <strong>of</strong><br />
markets, focusing on selected agricultural commodities<br />
that <strong>of</strong>fer the potential to raise rural (on- and <strong>of</strong>f-farm)<br />
incomes, and<br />
ӹ Create the required regulatory and policy framework<br />
that would facilitate the emergence <strong>of</strong> regional economic<br />
spaces that would spur the expansion <strong>of</strong> regional trade<br />
and cross country investments<br />
Key objectives <strong>of</strong> the work programme under Pillar 2<br />
include initiatives to:<br />
ӹ Improve local infrastructure so that <strong>Africa</strong>n farmers<br />
have better connections to markets, addressing issues<br />
including:<br />
• transportation, (road, rail, marine and air freight)<br />
• storage, packaging and handling systems<br />
• retail facilities<br />
7. Toward Ownership and Partnership with <strong>NEPAD</strong>: Key Recommendations A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
• in<strong>for</strong>mation technology, and<br />
• overall supply chains.<br />
ӹ Improve competitiveness through sound trade policies<br />
at the national, regional and continental level.<br />
ӹ Strengthen capacity to participate in trade negotiations<br />
and meet market access requirements <strong>for</strong> world trade<br />
(quality, grades and standards, etc.).<br />
ӹ Strengthen capacities among the agribusiness community<br />
and facilitate business partnerships with importing<br />
companies.<br />
ӹ Build strategic alliances to create industry-to-industry<br />
linkages and expand domestic and <strong>for</strong>eign direct investment<br />
in agriculture<br />
Key initiatives under Pillar 2 to date include the following:<br />
ӹ Framework Development: Work is proceeding on the<br />
Market Access vision and framework simultaneously.<br />
The Secretariat has facilitated and coordinated the final<br />
technical review and validation processes <strong>for</strong> the<br />
CAADP Pillar 2 Framework on increasing market access<br />
through improved infrastructure and trade-related<br />
interventions.<br />
ӹ Fertiliser Programme: Following up on the Abuja Declaration,<br />
<strong>NEPAD</strong> has worked closely with the <strong>Africa</strong>n<br />
Union <strong>Commission</strong> and the <strong>Africa</strong>n Development Bank<br />
to establish the <strong>Africa</strong> Fertiliser Financing Mechanism.<br />
Already over US$35 million has been mobilised and will<br />
be directed to countries through country roundtable<br />
processes.<br />
ӹ Regional trade: Facilitation programmes are currently<br />
being funded in the COMESA and ECOWAS regions to<br />
promote the integration <strong>of</strong> regional markets and raise<br />
the competitiveness <strong>of</strong> local products in these markets.<br />
ӹ Other initiatives: The UK’s Research Into Use Programme<br />
recently launched the <strong>Africa</strong>n Enterprise<br />
Challenge Fund to finance agribusiness joint ventures<br />
and other business-to-business alliances. The US <strong>Africa</strong>n<br />
Growth and Opportunities Act also provides<br />
duty free access <strong>for</strong> <strong>Africa</strong>n origin products, including<br />
agri-products.<br />
Pillar 3 – Food Supply and Hunger<br />
Pillar 3 aims to increase food supply and reduce hunger<br />
across the region by raising smallholder productivity and<br />
improving responses to food emergencies. The lead technical<br />
advisers under Piller 3 are the University <strong>of</strong> KwaZulu<br />
Natal – <strong>Africa</strong>n Centre <strong>for</strong> Food Security in Durban,<br />
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South <strong>Africa</strong> and the Permanent Interstate Committee <strong>for</strong><br />
Drought Control in the Sahel in Burkina Faso.<br />
Pillar 3 focuses on the chronically food insecure, and on<br />
populations vulnerable to and affected by various crises<br />
and emergencies and focuses on ensuring that the CAADP<br />
agenda achieves both the 6% agricultural growth agenda<br />
and Millennium Development Goal (MDG) targets <strong>for</strong> addressing<br />
poverty and hunger. MDG 1 aims to cut extreme<br />
poverty and hunger in half by 2015.<br />
The Pillar’s focus and programme <strong>of</strong> activity seeks to ensure<br />
that improving agricultural productivity, establishing wellintegrated<br />
markets, and expanded the purchasing power<br />
<strong>of</strong> vulnerable groups will combine to eradicate hunger,<br />
malnutrition and poverty<br />
The objectives <strong>of</strong> Pillar 3 are to:<br />
ӹ improve domestic production and marketing<br />
ӹ facilitate regional trade in food staples, and<br />
ӹ build household productivity and assets<br />
Key initiatives under Pillar 3 include the following:<br />
ӹ Regional Enhanced Livelihoods <strong>for</strong> Pastoral Areas (REL-<br />
PA): a US$19.8 million project funded by USAID. This<br />
Horn <strong>of</strong> <strong>Africa</strong> programme <strong>for</strong> enhancing livelihoods<br />
<strong>of</strong> pastoralists across three countries has been launched.<br />
ӹ Regional Food Security and Risk Management Programme<br />
<strong>for</strong> Eastern and Southern <strong>Africa</strong> (REFORM):<br />
a 10 million Euro project funded by the European Union.<br />
This programme is involves capacity building (i.e.,<br />
skills transfer, technical studies, documentation <strong>of</strong> best<br />
practice, in<strong>for</strong>mation sharing, policy dialogue, etc.).<br />
ӹ Making Markets Work <strong>for</strong> the Poor: Enhancing Food<br />
Security and Productivity Growth in Eastern and Southern<br />
<strong>Africa</strong> (MMWP) funded by the World Bank/DfID-<br />
UK. This US$3.8 million project involves a three-year<br />
programme <strong>of</strong> practical analysis, policy outreach, consensus<br />
building, and capacity strengthening to promote<br />
the goals <strong>of</strong> national and regional food security, poverty<br />
reduction, and agricultural productivity growth.<br />
ӹ Improved Regional Trade in Food Staples (RTFS): a US$5<br />
million project with start-up funding by the World<br />
Bank. This programme aims to assemble spatial evidence<br />
about existing regional production and trade in<br />
food staples and to develop predictive analytical tools<br />
that will enable spatial mapping <strong>of</strong> the outcomes resulting<br />
from common natural and policy shocks.<br />
ӹ Cassava Trans<strong>for</strong>mation in Southern <strong>Africa</strong> (CATISA): a<br />
US$2 million project with start up funded by the Swedish<br />
International Cooperation Agency. The CATISA<br />
project aims to analyse and help accelerate cassava<br />
commercialisation in Southern <strong>Africa</strong> in order to help<br />
improve food security in the region.<br />
ӹ Home-Grown School Feeding (HGSF): a US$25 million<br />
project funded by the World Food Programme and<br />
DFID-UK. <strong>NEPAD</strong>, World Food Programme and the<br />
Millennium Hunger Task Force (MHTF) launched a<br />
pilot Home-Grown School Feeding and Health Programme<br />
designed to link school feeding to agricultural<br />
development through the purchase and use <strong>of</strong> locally<br />
and domestically produced food.<br />
ӹ Investment Initiative: Similar in scope to the Pillar 1<br />
Strategic Investment Programme, the Pillar 3 Investment<br />
Initiative will develop programmes to target food<br />
insecurity. Created with support from the Millennium<br />
Development Goal Thematic Group, it will strengthen<br />
country roundtable processes.<br />
Pillar 4 – Agricultural Research<br />
Pillar 4 aims to improve agricultural research and systems<br />
in order to disseminate appropriate new technologies. In<br />
addition, by working closely with partners like DFID UK’s<br />
Research Into Use (RIU) programme, Pillar 4 aims to boost<br />
the support available to help farmers to adopt identified<br />
new technologies. The technical advisor agency <strong>for</strong> Pillar 4<br />
is the Forum <strong>for</strong> Agricultural Research in <strong>Africa</strong> (FARA).<br />
The adoption <strong>of</strong> the Framework <strong>for</strong> <strong>Africa</strong>n Agricultural<br />
Productivity, prepared under the leadership <strong>of</strong> FARA, has<br />
allowed a broad group <strong>of</strong> development partners to start<br />
scaling up support to science and technology programmes<br />
at the regional and national levels. This support includes<br />
funding <strong>for</strong> the sub-regional research organisations such<br />
as the Conseil pour la Recherche Agricoles en Afrique in<br />
West <strong>Africa</strong> and the Association <strong>for</strong> Strengthening Agricultural<br />
Research in East and Central <strong>Africa</strong>, as well as<br />
national programmes in Ghana, Mali, Senegal and Kenya.<br />
The key objectives <strong>of</strong> Pillar 4 are to :<br />
ӹ boost agricultural research in <strong>Africa</strong> and ensure that<br />
the results are disseminated, and
ӹ ensure that research results are put into use in the field,<br />
and used to develop workable options that can improve<br />
farmers’ lives.<br />
The principle initiative under Pillar 4 is:<br />
Accelerating ownership and engagement<br />
with the <strong>Africa</strong>n CSO Community<br />
The <strong>Africa</strong>n Peer Review Mechanism<br />
The <strong>Africa</strong>n Peer Review Mechanism is a mutually agreed<br />
instrument voluntarily acceded to by the Member States <strong>of</strong><br />
the <strong>Africa</strong>n Union as an <strong>Africa</strong>n self-monitoring mechanism.<br />
The APRM is a bold, unique and innovative approach<br />
designed and implemented by <strong>Africa</strong>ns <strong>for</strong> <strong>Africa</strong>. The<br />
Mechanism aims to put in motion a strategic re-orientation<br />
towards the validation <strong>of</strong> universal as well as <strong>Africa</strong>n values<br />
and accelerate the process <strong>of</strong> intra-<strong>Africa</strong>n cooperation<br />
and integration.<br />
The APRM’s mandate is to ensure that the policies and<br />
practices <strong>of</strong> participating countries con<strong>for</strong>m to the agreed<br />
values in the following four focus areas: democracy and<br />
political governance; economic governance; corporate<br />
governance; and socio-economic development.<br />
The APR process entails periodic reviews <strong>of</strong> the policies and<br />
practices <strong>of</strong> participating countries to ascertain progress<br />
being made towards achieving the mutually agreed goals<br />
and compliance in each focus area. The process is designed<br />
to be open and participatory and national ownership and<br />
leadership by the participating country are essential factors<br />
underpinning the effectiveness <strong>of</strong> the APRM.<br />
The APRM is also guided by the principles <strong>of</strong> transparency,<br />
accountability, technical competence, credibility<br />
and strives to be free from manipulation. There is no<br />
conditionality attached to the Mechanism and the review<br />
process is not meant to exclude or punish countries.<br />
There are four key management structures within the<br />
APRM process:<br />
7. Toward Ownership and Partnership with <strong>NEPAD</strong>: Key Recommendations A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
ӹ Engagement with the Research into Use Programme<br />
(RIU) – This DFID supported initiative helps beneficiaries<br />
identify and leverage new appropriate technologies.<br />
Through support from RIU, CAADP has been able to<br />
fund events, provide training and develop various international<br />
partnerships in support <strong>of</strong> the programme.<br />
ӹ The Committee <strong>of</strong> Participating Heads <strong>of</strong> State and<br />
Government (APR Forum) is the highest decision making<br />
authority in the APRM;<br />
ӹ The Panel <strong>of</strong> Eminent Persons (APR Panel) oversees the<br />
review process to ensure integrity, consider reports and<br />
make recommendations to the APR Forum;<br />
ӹ The APRM Secretariat (APR Secretariat) provides secretarial,<br />
technical, coordinating and administrative<br />
support <strong>for</strong> the APRM; and<br />
ӹ The Country Review Team (APR Team) visits the country<br />
to review progress with the Country’s Programme <strong>of</strong><br />
Action and produces the APRM Report on the country.<br />
As <strong>of</strong> the October 2009, APRM counted 29 States members<br />
as follow: Algeria, Angola, Benin, Burkina Faso, Cameroon,<br />
Djibouti, Egypt, Ethiopia, Gabon, Ghana, Kenya, Lesotho,<br />
Malawi, Mali, Mauritania, Mauritius, Mozambique, Nigeria,<br />
Republic <strong>of</strong> Congo, Rwanda, Sao Tome & Principe,<br />
Senegal, Sierra Leone, South <strong>Africa</strong>, Sudan, Tanzania,<br />
Togo, Uganda and Zambia.<br />
In terms <strong>of</strong> the relative progress <strong>of</strong> the member states in<br />
the APRM process:<br />
Preparatory Stage (14 countries):<br />
Angola, Cameroon, Republic <strong>of</strong> Congo, Djibouti, Egypt,<br />
Gabon, Malawi, Mauritania, Sao Tome & Principe, Senegal,<br />
Sierra Leone, Sudan, Togo, and Zambia are all at<br />
the preparatory stage <strong>of</strong> the APRM, meaning that they<br />
each have signed a Memorandum <strong>of</strong> Understanding (and<br />
have acceded to the Mechanism) but have not begun the<br />
review process;<br />
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Source: www.<strong>uneca</strong>.org<br />
Preparatory Stage<br />
Stage One<br />
Stage Two<br />
Stage Three<br />
Stage Four<br />
Stage Five<br />
Stage Two (1 country):<br />
Tanzania is at Stage Two <strong>of</strong> the APRM process and the<br />
APR Secretariat and the Strategic Partners (Country Review<br />
Team) are undertaking a country review visit(s) and<br />
participating in widespread stakeholder consultation.<br />
Stage Three (2 Countries):<br />
Ethiopia and Mauritius are at Stage Three <strong>of</strong> the APRM<br />
process and have been visited by the APR teams. Currently,<br />
the Country Review Teams are preparing a draft report<br />
on the basis <strong>of</strong> the background document and the Issue<br />
Paper prepared by the APR Secretariat, which will then<br />
be reviewed by the panel <strong>of</strong> Eminent Persons.<br />
Stage Four:<br />
None <strong>of</strong> the member states are currently involved in Stage<br />
Four. During this state the Chairperson <strong>of</strong> the Panel <strong>of</strong><br />
Eminent Persons communicates recommendations to the<br />
head <strong>of</strong> State and Government <strong>of</strong> the country under review<br />
and subsequently submits the final Country Review report<br />
and Programme <strong>of</strong> Action to the Forum <strong>of</strong> heads <strong>of</strong> States<br />
<strong>of</strong> the APRM <strong>for</strong> the peer review itself.<br />
Stage Five (12 Countries):<br />
Algeria, Benin, Burkina Faso, Ghana, Kenya, Lesotho,<br />
Mali, Mozambique, Nigeria, Rwanda, South <strong>Africa</strong>, Uganda<br />
all have completed the process and been reviewed. They<br />
are implementing their respective National Programmes <strong>of</strong><br />
Action to rectify and/or improve in the policy/ institutional<br />
areas identified as requiring support during the review.<br />
The following countries have had their reports published<br />
<strong>for</strong> broad dissemination: Ghana-June 2005, Rwanda-Nov<br />
2005, Kenya-May 2006, South <strong>Africa</strong>-May 2007, Algeria-July<br />
2007, Benin-January 2008, Burkina Faso-October 2008,<br />
Uganda- May 2008, Nigeria- June 2008, Mali – May 2009.<br />
The UNECA’s Handbook <strong>for</strong> <strong>Africa</strong>n Civil Society, indicates<br />
that there remain a number <strong>of</strong> avenues <strong>for</strong> engagement<br />
<strong>for</strong> CSO organizations in the 29 member states <strong>of</strong> APRM.
The areas <strong>of</strong> intervention identified, include the following:<br />
ӹ Preparing upstream leadership – proactively engaging<br />
government on APRM issues<br />
ӹ Mobilizing a broad spectrum <strong>of</strong> national CSOs to get<br />
involved in the review process<br />
ӹ Participating in all stages <strong>of</strong> the process<br />
ӹ Participating in the follow-up to the programme <strong>of</strong><br />
action<br />
Key pitfalls that are to be guarded against by CSOs involved<br />
in the APRM process include:<br />
ӹ Fear <strong>of</strong> governments<br />
ӹ Disorganisation/ dispersion <strong>of</strong> civil society<br />
ӹ Turf wars<br />
ӹ Credibility <strong>of</strong> the people and organizations acting on<br />
behalf <strong>of</strong> civil society<br />
ӹ Inadequate resources<br />
ӹ Cumbersome networks incapable <strong>of</strong> effectively acting<br />
in concert<br />
7. Toward Ownership and Partnership with <strong>NEPAD</strong>: Key Recommendations A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
The UN Regional Coordination Mechanism in <strong>Africa</strong><br />
The RCM coordinated by the ECA is the United Nation’s<br />
mechanism to “deliver as one” and to holistically and<br />
synergistically give support to <strong>Africa</strong>n countries. The<br />
RCM currently has 9 clusters which align their activities<br />
with the priorities <strong>of</strong> the <strong>Africa</strong>n Union and its <strong>NEPAD</strong><br />
Programme. They also share in<strong>for</strong>mation and best practice,<br />
and collaborate to design and implement programmes.<br />
The nine clusters are: Infrastructure Development, Governance,<br />
Social and Human Development, Environment,<br />
ӹ Obstacles related to the complexity and technical nature<br />
<strong>of</strong> the process.<br />
<strong>Africa</strong>n CSOs should also be aware that each <strong>of</strong> the 29<br />
countries that are members <strong>of</strong> the APRM process are<br />
currently eligible <strong>for</strong> financing and assistance from the Investment<br />
Climate Facility <strong>for</strong> <strong>Africa</strong>. CSOs that recognize<br />
that there are initiatives that can be undertaken to improve<br />
their countries can approach government to jointly pursue<br />
the development <strong>of</strong> projects/ initiatives to be funded under<br />
the ICF. Rwanda was the first to approach the ICF and<br />
has received funding to establish a commercial court to<br />
speed up dispute resolution and to develop a new agency<br />
to expedite the registration <strong>of</strong> new companies.<br />
In countries that have not acceded to the APRM process,<br />
CSOs can commence an advocacy role at the regional<br />
level and national levels to encourage their governments<br />
to undertake the process.<br />
population and Urbanization, Agriculture, Food Security<br />
and Rural Development, Science and Technology, Advocacy<br />
and Communications, Peace and Security, and<br />
Industry, Trade and Market Access.<br />
Each cluster has coordinating agencies that serve as the<br />
focal point <strong>of</strong> initiatives under the cluster. For more in<strong>for</strong>mation,<br />
please visit: www.<strong>uneca</strong>.org/nepad<br />
93
Conclusion<br />
The <strong>Africa</strong>n Union’s <strong>NEPAD</strong> Programme was established<br />
by the continent’s heads <strong>of</strong> state shortly after the turn <strong>of</strong><br />
the century with two key aims: 1) to re-craft <strong>Africa</strong>’s relationships<br />
with its development partners, and 2) to develop<br />
a holistic socio-economic strategy that would facilitate<br />
the achievement <strong>of</strong> the Millennium Development Goals.<br />
Intrinsic in this process was the understanding that, domestic<br />
resource mobilization and grass roots buy-in would<br />
be critically important.<br />
During the first few years <strong>of</strong> the initiative, it became apparent<br />
that given its complexity and grand design, <strong>NEPAD</strong><br />
needed to be fully integrated into the <strong>Africa</strong>n Union so<br />
that there would be complete harmonisation in terms <strong>of</strong><br />
policy, programmes and action.<br />
Over the past ten years, stakeholders <strong>of</strong> <strong>NEPAD</strong> have been<br />
diligently working to get the structures and networks in<br />
place that would facilitate the mobilization <strong>of</strong> the significant<br />
human capital and financial resources required<br />
to manage and fund the <strong>NEPAD</strong> Action Plan. Parallel<br />
to this ef<strong>for</strong>t, the <strong>Africa</strong>n Union was also undergoing a<br />
trans<strong>for</strong>mation process.<br />
All <strong>of</strong> the interventions to date have brought the <strong>NEPAD</strong><br />
initiative to a point where it is poised to begin to deliver<br />
on the promise envisioned by its architects. However, to<br />
accelerate delivery and facilitate implementation, concerted<br />
and sustained ef<strong>for</strong>t must be given by <strong>NEPAD</strong>’s management<br />
and its international supporters to the engagement <strong>of</strong><br />
the citizenry <strong>of</strong> <strong>Africa</strong>, whom <strong>NEPAD</strong> was established to<br />
benefit. In particular, the continent’s private sector community<br />
and civil society organizations have an important<br />
895<br />
CHAPTER<br />
role to play in assisting with the process <strong>of</strong> making <strong>NEPAD</strong><br />
a meaningful well understood, people focused, development<br />
programme.<br />
Ensuring that the <strong>Africa</strong>n private sector participates in the<br />
implementation <strong>of</strong> the <strong>NEPAD</strong> programme to the fullest<br />
degree possible is something that <strong>Africa</strong>n governments and<br />
the regional economic communities must begin to make a<br />
priority. Furthermore, it is also important to ensure that<br />
<strong>Africa</strong>n CSOs are in<strong>for</strong>med and mobilized to champion<br />
<strong>NEPAD</strong> and work with NPCA, member States, RECs and<br />
international partners to stimulate local support <strong>for</strong> the<br />
initiative is also a key priority.<br />
With regards to this latter priority, in particular, it must<br />
be clear to <strong>NEPAD</strong> leadership that providing support to<br />
accelerate the regional integration agenda is an area where<br />
<strong>Africa</strong>n CSOs can help the <strong>NEPAD</strong> process. And this assistance<br />
will give AU member States crucial political ammunition<br />
when they begin to make the tough political and<br />
budgetary decisions required to facilitate infrastructure<br />
development and the other project spending necessary<br />
to achieve the increased regional and continental flows<br />
<strong>of</strong> people, capital, goods and services envisioned under<br />
<strong>NEPAD</strong>.<br />
The second decade <strong>of</strong> the 21 st century has the potential to<br />
be a very dynamic one <strong>for</strong> <strong>Africa</strong>. Global economists are<br />
cautiously projecting that the global financial crisis that<br />
has gripped the world since the third quarter <strong>of</strong> 2008 is<br />
ebbing, and <strong>Africa</strong>’s economies are expected to recommence<br />
growth from 2010.
96 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
The AU/<strong>NEPAD</strong> <strong>Africa</strong>n Action Plan presents <strong>Africa</strong>’s<br />
development partners with a detailed plan <strong>of</strong> action with<br />
well analysed budgets, and <strong>Africa</strong>’s nations are steadfastly<br />
working to mobilize more domestic resources and improve<br />
their capacity to self-fund and implement the various<br />
components <strong>of</strong> <strong>NEPAD</strong>.<br />
Despite the lingering negative side effects <strong>of</strong> the global<br />
financial crisis that may impede the ability <strong>of</strong> the G8 and<br />
OECD countries to meet the commitments they made<br />
in 2005 to double their overseas development assistance<br />
contributions, there remains positive sentiment that an<br />
increase in assistance will yet be <strong>for</strong>thcoming over the<br />
next few years.<br />
It is also important <strong>for</strong> all to recognize that there are immediate<br />
opportunities <strong>for</strong> the <strong>Africa</strong>n private sector and<br />
civil society to engage with the <strong>NEPAD</strong> programme and<br />
to get involved in its implementation. There are also, more<br />
programmes and facilities than ever be<strong>for</strong>e to facilitate<br />
and support meaningful contributions to the <strong>NEPAD</strong><br />
process. Given the degree <strong>of</strong> support that has been mobilized<br />
around <strong>NEPAD</strong>, and the international networks<br />
that are being created and expanded daily, engagement in<br />
the “<strong>NEPAD</strong> process” <strong>for</strong> <strong>Africa</strong>n private sector and CSO<br />
constituents will foster technology transfer and pr<strong>of</strong>essional<br />
growth and development.<br />
With these various elements in rare alignment, 2010 – 2020<br />
is poised to be a decade <strong>of</strong> economic delivery in <strong>Africa</strong>.<br />
And <strong>NEPAD</strong> is well positioned to be the catalyst <strong>for</strong> growth<br />
that will be required to achieve the MDGs. Specifically, it<br />
is initiatives like the APRM process, CAADP, STAP and<br />
PIDA that are addressing a number <strong>of</strong> major governance,<br />
economic activity, and infrastructure development areas<br />
which are <strong>of</strong> significant <strong>of</strong> importance to all <strong>of</strong> the countries<br />
on the continent.<br />
Yet, it will be critically important that adequate ef<strong>for</strong>t is<br />
made by all parties to ensure that the <strong>NEPAD</strong> programme<br />
is publicised on the continent so that <strong>Africa</strong>ns begin to<br />
understand its goals and recognize the programmes benefits<br />
– as they begin to manifest themselves through increase<br />
peace, prosperity and growth across <strong>Africa</strong>. The<br />
brand “<strong>NEPAD</strong>” must be prominently associated with<br />
the many projects that have been launched toward its<br />
implementation.<br />
This publication has been developed to serve as a guide<br />
to past achievement and challenges <strong>of</strong> the <strong>NEPAD</strong> programme,<br />
as well as examine the issue <strong>of</strong> <strong>Africa</strong>n private<br />
sector and civil society ownership and partnership <strong>of</strong><br />
<strong>NEPAD</strong>. It is a roadmap and resource that can accelerate<br />
<strong>Africa</strong>n participation in <strong>NEPAD</strong> implementation. The<br />
tenets <strong>of</strong> Ghana’s “Sank<strong>of</strong>a”, looking backward to move<br />
<strong>for</strong>ward, are significant features <strong>of</strong> strategic thrust behind<br />
the development <strong>of</strong> this publication.<br />
“A <strong>Decade</strong> <strong>of</strong> Delivery” is also designed to encourage<br />
optimism in the <strong>NEPAD</strong> process and to stimulate increased<br />
engagement between supporters <strong>of</strong> <strong>NEPAD</strong> and<br />
key constituents <strong>of</strong> the programme. It is also hoped that<br />
all <strong>NEPAD</strong> stakeholders who read this document will be<br />
inspired by the analysis <strong>of</strong> the <strong>NEPAD</strong> process and commit<br />
themselves to working harder to overcome the challenges<br />
that have limited grassroots <strong>Africa</strong>n engagement in NE-<br />
PAD’s implementation in the past.<br />
Lastly, it is intended that through the dissemination <strong>of</strong> a<br />
holistic picture <strong>of</strong> the resources that are being mobilized<br />
to support <strong>NEPAD</strong> in <strong>Africa</strong>, and beyond, stakeholders<br />
in <strong>NEPAD</strong> will redouble their ef<strong>for</strong>ts to make <strong>NEPAD</strong> the<br />
<strong>Africa</strong>n-centred, people-powered, economic development<br />
programme that will drive <strong>Africa</strong>’s growth and development<br />
in the global society <strong>of</strong> the 21 st century.
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Value Chains, <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong><br />
and <strong>Africa</strong>n Union, May 2009<br />
UNECA (2009) Financial Crisis: Turning Despair into<br />
Hope, <strong>Africa</strong>n <strong>Economic</strong> Conference, AEC Special<br />
Report, November 2009<br />
UNECA (2008) Handbook <strong>for</strong> <strong>Africa</strong>n Civil Society: <strong>Africa</strong>n<br />
Peer Review Mechanism, <strong>Economic</strong> <strong>Commission</strong><br />
<strong>for</strong> <strong>Africa</strong>, June 2008<br />
UNECA (2009) Highlight <strong>of</strong> the Key Achievements <strong>of</strong> the<br />
In<strong>for</strong>mation Communication Technology (ICT) Sub<br />
Cluster, <strong>Africa</strong>n Union, November 2009<br />
UNECA (2009) The Mutual Review <strong>of</strong> Development Effectiveness<br />
in <strong>Africa</strong>: Promise & Per<strong>for</strong>mance, <strong>Economic</strong><br />
<strong>Commission</strong> <strong>for</strong> <strong>Africa</strong> and the Organization <strong>for</strong><br />
<strong>Economic</strong> Co-operation and Development, May 2009<br />
UNECA (2005) Partnership Modalities <strong>for</strong> Enhancing<br />
Good Governance, <strong>Economic</strong> <strong>Commission</strong> <strong>for</strong> <strong>Africa</strong>,<br />
Development Policy Management Divisions, 2005<br />
World Bank, Support to <strong>NEPAD</strong> Period <strong>of</strong> Report: July<br />
2006 to June 2007<br />
World Bank, Support to <strong>NEPAD</strong> Period <strong>of</strong> Report: July<br />
2008 to June 2009<br />
99
Appendices<br />
A – <strong>Africa</strong> Infrastructure Maps<br />
101
102 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
103
104 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership
Source: European <strong>Commission</strong><br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
105
106 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
B – <strong>Africa</strong>n Business Magazine April 2009 No. 352<br />
North <strong>Africa</strong>’s Top 50 Companies<br />
Dollar<br />
Returns<br />
In 2008<br />
Abri-Code Company Name Country Industry Value<br />
(Million $)<br />
Rank in<br />
Top 200<br />
Regional<br />
Rank<br />
1 5 MO-ITAM ITISSALAT AL MAGHRIB MOROCCO TELECOM 15 108.00 2.85%<br />
2 15 MO-BCM ATTIJARIWAFA BANK MOROCCO BANKS AND FINANCE 5 080.00 -19.35%<br />
3 17 MO-BCE BMCE MOROCCO BANKS AND FINANCE 4 550.00 -5.67%<br />
4 19 MO-CGI CGI MOROCCO REAL ESTATE 4 428.00 -9.93%<br />
5 20 EG-TELE TELECOM EGYPT EGYPT TELECOM 4 308.00 -23.57%<br />
6 21 EG-ORAT ORASCOM TELECOM EGYPT TELECOM 4 270.00 -66.95%<br />
7 23 EG-ORCI ORASCOM CONSTRUCTION INDUSTIRES EGYPT CONSTRUCTION 3 876.00 -75.68%<br />
8 29 MO-LAC SOCIETE LAFARGE-CLIMENTS MOROCCO CONSTRUCTION AND METERIALS 2 937.00 -28.54%<br />
9 30 MO-DOUJ DOUJA PROM ADDOHA (ADH) MOROCCO REAL ESTATE 2 885.00 -40.34%<br />
10 35 MO-ONA OMNIUM NORD AFRICAIN MOROCCO DIVERSIFIED CONGLOMERATES 2 400.00 -14.89%<br />
11 38 EG-EMPN MOBINIL EGYPT TELECOM 2 352.00 -28.93%<br />
12 39 MO-SNI SOC NATIONAL D’INVESTISSEMENT MOROCCO DIVERSIFIED CONGLOMERATES 2 011.00 -3.84%<br />
13 43 MO-BCP BANQUE CENTRALE POPULAIRE (BCP) MOROCCO BANKS AND FINANCE 1 763.00 1.55%<br />
14 46 EG-CMIB COMMERICAL INTERNATIONAL BANK EGYPT BANKS AND FINANCE 1 679.00 -39.72%<br />
15 47 EG-ALFS EL EZZ ALDEKHELA STEEL EGYPT CONSTRUCTION AND METERIALS 1 651.00 -25.40%<br />
16 52 EG-AKFC ABU KIR FERTILISER AND CHEMICAL INDUSTRIES EGYPT CHEMICALS 1 550.00 -5.85%<br />
17 58 MO-CMAROC CLIMENTS DU MAROC SA MOROCCO CONSTRUCTION AND METERIALS 1 416.00 -23.56%<br />
18 59 EG-EPCD EL ARABIA DEVELOPMENT CO EGYPT CONSTRUCTION AND METERIALS 1 389.00 45.69%<br />
19 67 MO-SID SOCIETE NATIONALE DE SIDERURGIE MOROCCO CONSTRUCTION AND METERIALS 1 266.00 -18.72%<br />
20 76 EG-TMGH TALAAT MOUSTAFA GROUP HOLDING EGYPT REAL ESTATE 1 029.00 -74.44%<br />
21 85 MO-SAM SAMIR MOROCCO CHEMICALS 869.00 -29.86%<br />
22 86 MO-ALLS ALLIANCE DEVELOPPEMENT IMMOBILIER SA MOROCCO REAL ESTATE 863.00 0.00%<br />
23 91 MO-BCI BMCI MOROCCO BANKS AND FINANCE 825.00 -21.84%
Dollar<br />
Returns<br />
In 2008<br />
Abri-Code Company Name Country Industry Value<br />
(Million $)<br />
Rank in<br />
Top 200<br />
Regional<br />
Rank<br />
24 92 EG-SKPC SIDI KERIR PETROCHEMICALS CO EGYPT OIL AND GAS 819.00 -50.88%<br />
25 95 MO-HOL HOLCIM (MAROC) SA MOROCCO CONSTRUCTION AND METERIALS 805.00 -27.22%<br />
26 100 EG-ESTC ESTERN (TOBACCO) SA EGYPT CONSUMER GOODS 778.00 -60.40%<br />
27 103 EG-ALES EL EZZ STEEL REBARS EGYPT CONSTRUCTION AND METERIALS 749.00 -70.29%<br />
28 106 MO-WAA WAFA ASSURANCE SA MOROCCO INSURANCE 737.00 -24.91%<br />
29 107 EG-EFGH EFG-HERMES EGYPT BANKS AND FINANCE 736.00 -73.81%<br />
30 108 EG-ECHC EGYPTIAN CONTAINER HANDLING CO EGYPT TRANSPORTATION 727.00 1217.34%<br />
31 111 MO-CDM CREDIT DU MAROC MOROCCO BANKS AND FINANCE 713.00 -1777.00%<br />
32 112 MO-CLAIT SOCIETE CENTRALE LAITIERE MOROCCO CONSUMER GOODS 711.00 -0.41%<br />
33 113 MO-CSR COMPAGNIE SUCRIERE MAROCAINE RAFFINAGE (COSUMAR) MOROCCO CONSUMER GOODS 708.00 34.25%<br />
34 115 EG-EISC EGYPTIAN IRON AND STEEL COMPANY EGYPT CONSTRUCTION AND METERIALS 690.00 -62.07%<br />
35 116 MO-ATLA ATLANTA LTD MOROCCO INSURANCE 662.00 -30.90%<br />
36 117 EG-AL EGYPT ALUMINIUM COMPANY EGYPT CONSTRUCTION AND METERIALS 661.00 -41.87%<br />
37 119 EG-AMOC ALEXANDRIA MINERAL OIL COMPANY (AMOC) EGYPT OIL AND GAS 656.00 -39.50%<br />
38 122 EG-CIEB CREDIT AGRICOLE EGYPT EGYPT BANKS AND FINANCE 644.00 -68.95%<br />
39 128 EG-SZCT SUEZ CEMENT COMPANY EGYPT CONSTRUCTION AND METERIALS 612.00 -62.88%<br />
40 129 EG-NTSG NATIONAL SOCIETE GENERAL BANK EGYPT BANKS AND FINANCE 609.00 -56.02%<br />
41 131 TU-BT BANQUE DE TUNISIE TUNISA BANKS AND FINANCE 599.00 5.95%<br />
42 132 EG-SWDY EL SWEDY CABLES EGYPT CONSTRUCTION AND METERIALS 597.00 -30.50%<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
43 140 EG-PHDC PALM HILLS DEVELOPMENT COMPANY EGYPT REAL ESTATE 562.00 0.00%<br />
44 141 EG-OPTD ORASCOM HOTELS AND DEVELOPMENT EGYPT ENTERTAINMENT AND LEISURE 554.00 -79.30%<br />
45 143 MO-GAZ AFRIQUIA GAZ MOROCCO OIL AND GAS 551.00 26.19%<br />
46 145 EG-PIOH PIONEERS HOLDING CO EGYPT FINANCIAL SERVICES 535.00 0.00%<br />
47 153 MO-SBM SOCIETE DES BRASSIERIES DU MAROC MOROCCO CONSUMER GOODS 506.00 -19.32%<br />
48 157 EG-EWBE AL WATANY BANK OF EGYPT EGYPT BANKS AND FINANCE 485.00 -48.75%<br />
49 160 EG-NMIN EL NASR MINING CO EGYPT MINING AND METALS 480.00 -0.86%<br />
50 162 TU-BIAT BIAT TUNISA BANKS AND FINANCE 456.00 -8.43%<br />
107
108 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
West <strong>Africa</strong>’s Top 50 Companies<br />
Dollar<br />
Returns<br />
In 2008<br />
Abri-Code Company Name Country Industry Value<br />
(Million $)<br />
Rank in<br />
Top 200<br />
Regional<br />
Rank<br />
TELECOM 2 429 -29.98%<br />
1 32 WA-SNTS SONATEL COTE<br />
D’IVOIRE<br />
2 33 NG-FBNBK FIRSTBANK OF NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 2 415 -49.77%<br />
3 53 NG-NGBREW NIGERIAN BREWERIES PLC NIGERIA CONSUMER GOODS 1 532 -29.06%<br />
4 60 NG-ZEN ZENITH BANK INTERNATIONAL NIGERIA BANKS AND FINANCIAL SERVICES 1 368 -59.38%<br />
5 61 NG-ETBK ECOBANK NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 1 363 -0.24%<br />
6 66 NG-AFPET AFRICA PETROLEUM PLC NIGERIA OIL AND GAS 1 268 20.85%<br />
7 72 NG-PLATBK BANK PHB NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 1 082 -65.84%<br />
8 77 NG-WEMABK WEMA BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 987 -18.93%<br />
9 80 NG-UBABK UNITED BANK OF AFRICA GROUP (UBA) NIGERIA BANKS AND FINANCIAL SERVICES 965 -57.61%<br />
10 82 NG-OCEAN OCEANIC BANK INTERNATIONLA PLC NIGERIA BANKS AND FINANCIAL SERVICES 907 -72.58%<br />
11 84 NG-GTBK GAURANTY TRUST BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 884 -65.42%<br />
12 87 NG-UBNBK UNION BANK OF NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 861 -64.96%<br />
13 93 NG-DASF DANGOTE SUGAR REGINERY PLC NIGERIA CONSUMER GOODS 817 -59.36%<br />
14 109 NG-INTCON ITNERCONTINENTAL BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 725 -72.88%<br />
15 114 NG-GUBREW GUINNESS NIGERIA PLC NIGERIA CONSUMER GOODS 699 -34.87%<br />
16 133 NG-NESTNG NESTLE NIGERIA PLC NIGERIA CONSUMER GOODS 597 -41.13%<br />
17 137 NG-MOBOIL MOBIL OIL NIGERIA PLC NIGERIA OIL AND GAS 576 95.71%<br />
18 198 NG-AFRIBK AFRIBANK NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 575 -64.24%<br />
19 142 NG-FIDEL FIDELITY BANK NIGERIA NIGERIA BANKS AND FINANCIAL SERVICES 551 -66.26%<br />
20 149 NG-IBTX STANBIC IBTC BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 517 -53.37%<br />
21 154 GH-ECBK ECOBANK GHANA LTD GHANA BANKS AND FINANCIAL SERVICES 497 72.82%<br />
22 156 NG-FCMB FIRST CITY MONUMENT BANK NIGERIA BANKS AND FINANCIAL SERVICES 487 -72.96%<br />
23 161 NG-NSLT NATIONAL SPORTS LOTTERY PLC NIGERIA ENTERTAINMENT AND LEISURE 463 0.00%<br />
24 163 GH-SCB STANDARD CHARTERED BANK GHANA GHANA BANKS AND FINANCIAL SERVICES 443 12.26%<br />
25 167 NG-SPBK SPRING BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 427 -14.91%
Dollar<br />
Returns<br />
In 2008<br />
Abri-Code Company Name Country Industry Value<br />
(Million $)<br />
Rank in<br />
Top 200<br />
Regional<br />
Rank<br />
26 168 NG-ACCBK ACCESS BANK NIGERIA PLC NIGERIA BANKS AND FINANCIAL SERVICES 420 -73.84%<br />
27 173 NG-DIBK DIAMOND BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 405 -63.86%<br />
CONSUMER GOODS 395 -26.76%<br />
28 175 WA-SLBC SOC DE LIMONADERIES ET BRASSERIES COTE<br />
D’IVOIRE<br />
29 177 NG-TOTALN TOTAL NIGERIA PLC NIGERIA OIL AND GAS 380 -3.71%<br />
30 180 NG-BENCEM BENUE CEMENT COMPANY NIGERIA CONSTRUCTION AND MATERIALS 370 -66.21%<br />
31 188 NG-BERGER JULIUS BERGER NIGERIA PLC NIGERIA CONSTRUCTION AND MATERIALS 331 123.62%<br />
32 189 NG-UNIPET OANDO PLC NIGERIA OIL AND GAS 331 -33.54%<br />
33 NG-PRUDBK SKYE BANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 269 -57.48%<br />
34 NG-PZINDU PZ INDUSTRIES PLC NIGERIA DIVERSIFIED CONGLOMERATES 248 -63.91%<br />
35 NG-WAPCO LAFARGE CEMENT WAPCO PLC NIGERIA CONSTRUCTION AND MATERIALS 245 -72.81%<br />
36 NG-TOWINS EQUITY ASSURANCE PLC NIGERIA INSURANCE 238 83.22%<br />
CONSUMER GOODS 237 79.02%<br />
37 WA-UNLC UNILEVER CI COTE<br />
D’IVOIRE<br />
38 NG-DAFL DANGOTE FLOUR MILLS PLC NIGERIA CONSUMER GOODS 237 0.00%<br />
39 NG-STAP STANDARD TRUST ASSURANCE PLC NIGERIA INSURANCE 219 47.70%<br />
40 NG-UACNIG UAC OF NIGERIA PLC NIGERIA DIVERSIFIED CONGLOMERATES 214 -42.27%<br />
41 NG-NALBK STERLYING BANK OF PLC NIGERIA BANKS AND FINANCIAL SERVICES 213 -71.71%<br />
42 NG-NBC NIGERIAN BOTTLING COMPANY PLC NIGERIA CONSUMER GOODS 199 -47.24%<br />
BANKS AND FINANCIAL SERVICES 188 16.12%<br />
43 WA-SGBC SOCGEN DE BANQUES EN COTE IVOIRE COTE<br />
D’IVOIRE<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
44 NG-NATOIL CONOIL PLC NIGERIA OIL AND GAS 187 -20.75%<br />
45 GH-UNIL UNILEVER GHANA LTD GHANA CONSUMER GOODS-NON FOOD 184 45.61%<br />
46 NG-OASI OASIS INSURANCE PLC NIGERIA INSURANCE 184 95.79%<br />
47 NG-UNTBK UNITYBANK PLC NIGERIA BANKS AND FINANCIAL SERVICES 177 -72.34%<br />
48 NG-FLOMIL FLOUR MILLS OF NIGERIA PLC NIGERIA CONSUMER GOODS 174 -63.74%<br />
49 NG-TEXACO CHEVRON OIL NIGERIA PLC NIGERIA OIL AND GAS 174 -14.95%<br />
50 GH-GUINGH GUINESS GHANA BREWERIES LTD GHANA CONSUMER GOODS 173 24.89%<br />
109
110 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
East <strong>Africa</strong>’s Top 50 Companies<br />
Dollar<br />
Returns<br />
In 2008<br />
Abri-Code Company Name Country Industry Value<br />
(Million $)<br />
Rank in<br />
Top 200<br />
Regional<br />
Rank<br />
1 54 KN-SAFC SAFARICOM LTD KENYA TELECOM 1 523 0.00%<br />
2 64 KN-KNBL EAST AFRICAN BREWERIES LTD KENYA CONSUMER GOODS 1 300 -34.73%<br />
3 79 MU-MCB MAURITIUS COMMERCIAL BANK LTD MAURITIUS BANKS AND FINANCIAL 968 -37.26%<br />
4 99 KN-BCBL BARCLAYS BANK OF KENYA LTD KENYA BANKS AND FINANCIAL 796 -51.32%<br />
5 118 KN-BMBC BAMBURI CEMENT LTD KENYA CONSTRUCTION 658 -35.89%<br />
6 139 MU-SBM STATE BANK OF MAURITIUS LTD MAURITIUS BANKS AND FINANCIAL 563 -45.20%<br />
7 148 KN-SCBL STANDARD CHARTERED BANK OF KENYA LTD KENYA BANKS AND FINANCIAL 529 -40.85%<br />
8 150 KN-EQBK EQUITY BANK KENYA KENYA BANKS AND FINANCIAL 512 -10.65%<br />
9 155 KN-KNCB KENYA COMMERICAL BANK LTD KENYA BANKS AND FINANCIAL 495 -37.21%<br />
10 179 KN-KEGC KENYA ELECTRICITY GENERATING CO LTD KENYA UTILITIES 373 -56.50%<br />
11 181 UG-SBUL STANBIC BANK UGANDA LTD UGANDA BANKS AND FINANCIAL 368 -46.87%<br />
12 183 MU-NMH NEW MAURITIUS HOTELS LTD MAURITIUS ENTERTAINMENT 357 -64.45%<br />
13 194 TZ-TANBREW TANZANIA BREWERIES LTD TANZANIA CONSUMER GOODS 321 -2.84%<br />
14 KN-NTAP NATION MEDIA GROUP LTD KENYA MEDIA 241 -32.72%<br />
15 KN-BATK BRITISH AMERICAN TOBACCO KENYA LTD KENYA CONSUMER GOODS 219 -28.23%<br />
16 TZ-TPCC PORTLAND CEMENT COMPANY LTD TANZANIA CONSTRUCTION 215 19.88%<br />
17 MU-ROGERS ROGERS & CO LTD MAURITIUS DIVERSIFIED CONGLOMERATES 188 -45.40%<br />
18 KN-KNAL KENYA AIRWAYS LTD KENYA TRANSPORTATION 155 -65.82%<br />
19 TZ-TCC TANZANIA CIGARETTE COMPANY LTD TANZANIA CONSUMER GOODS 126 5.81%<br />
20 KN-NICL NIC BANK LTD KENYA BANKS AND FINANCIAL 120 -47.00%<br />
21 MU-MTMD MON TRESOR & MON DESERT LTD MAURITIUS AGRICULTURE 120 -11.55%<br />
22 KN-DTKL DIAMOND TRUST BANK KENYA LTD KENYA BANKS AND FINANCIAL 119 -44.80%<br />
23 KN-KPLL KENYA POWER & LIGHTING CO LTD KENYA UTILITIES 118 -52.27%<br />
24 MU-SUN SUN RESORTS LTD MAURITIUS ENTERTAINMENT AND LEISURE 114 -71.93%<br />
25 KN-CFCB CfC BANK LTD KENYA BANKS AND FINANCIAL 99 -64.58%
Dollar<br />
Returns<br />
In 2008<br />
Abri-Code Company Name Country Industry Value<br />
(Million $)<br />
Rank in<br />
Top 200<br />
Regional<br />
Rank<br />
26 KN-ARML ATHI RIVER MINING LTD KENYA MINING AND METALS 96 -25.89%<br />
27 KN-NBKL NATIONAL BANK OF KENYA LTD KENYA BANKS AND FINANCIAL 95 -29.95%<br />
28 KN-EAPC EAST AFRICAN PORTLAND CEMENT LTD KENYA CONSTRUCTION AND MATERIALS 92 -56.76%<br />
29 KN-MSCL MUMIAS SUGAR CO LTD KENYA AGRICULTURE 92 -65.27%<br />
30 TZ-SIM TANGA CEMENT COMPANY LTD (SIMBA) TANZANIA CONSTRUCTION 89 30.22%<br />
31 MU-PADFP PROMOTION & DEVELOPMENT LTD MAURITIUS REAL ESTATE 89 -39.91%<br />
32 MU-IBL IRELAND BLYTH LTD MAURITIUS DIVERSIFIED CONGLOMERATES 87 36.34%<br />
33 KN-KENREI KENYA RE KENYA INSURANCE 86 -42.72%<br />
34 KN-CMCH CMC HOLDINGS LTD KENYA AUTOS AND TRANSPORT 84 -33.78%<br />
35 UG-BOBU BANK OF BARODA (UGANDA) LTD UGANDA BANKS AND FINANCIAL 82 125.44%<br />
36 KN-ICDC ICDC INVESTMENT CO LTD KENYA FINANCIAL SERVICES 81 -52.00%<br />
37 MU-NIT NATIONAL INVESTMENT TRUST LTD MAURITIUS FINANCIAL SERVICES 75 -30.57%<br />
38 KN-JBIC JUBILEE INSURANCE CO LTD KENYA INSURANCE 71 -56.02%<br />
39 MU-SHELL SHELL MAURITIUS LTD MAURITIUS OIL AND GAS 70 56.71%<br />
40 UG-DFCU DFCU GROUP UGANDA BANKS AND FINANCIAL 67 -11.47%<br />
41 KN-KNOC KENYA OIL CO LTD KENYA OIL AND GAS 67 -56.29%<br />
42 KN-TKNL TOTAL KENYA LTD KENYA OIL AND GAS 63 -27.79%<br />
43 KN-EACL EAST AFRICAN CABLES LTD KENYA MANUFACTURING 61 -52.40%<br />
44 MU-NAIR NAIADE RESORTS LTD MAURITIUS ENTERTAINMENT 58 -80.32%<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
45 MU-HFRERES HAREL FRERES LTD MAURITIUS AGRICULTURE 58 -28.54%<br />
46 KN-AKGL ACCESSKENYA GROUP (AKG) LTD KENYA INFORMATION TECHNOLOGY 50 -32.03%<br />
47 MU-FINCORP FINCORP INVESTMENT LTD MAURITIUS FINANCIAL SERVICES 49 -39.98%<br />
48 KN-SCAN SCANGROUP LTD KENYA PROFESSIONAL SERVICES 48 -33.45%<br />
49 MU-MLCL MAURITIUS LEASING COMPANY LTD MAURITIUS FINANCIAL SERVICES 44 24.83%<br />
50 MU-MDIT MAURITIUS DEV AND INVEST TRUST CO LTD MAURITIUS FINANCIAL SERVICES 41 -38.82%<br />
1 105 BW-FNATBK FIRST NATIONAL BANK OF BOTSWANA BOTSWANA BANKS AND FINANCIAL 737 -40.03%<br />
111
112 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
Southern <strong>Africa</strong>’s Top 50 Companies<br />
Dollar<br />
Returns<br />
In 2008<br />
Abri-Code Company Name Country Industry Value<br />
(Million $)<br />
Rank in<br />
Top 200<br />
Regional<br />
Rank<br />
2 120 BW-SCBB STANDARD CHARTERED BANK BOTSWANA BOTSWANA BANKS AND FINANCIAL 648 -22.29%<br />
3 123 BW-BCBB BARCLAYS BANK OF BOTSWANA BOTSWANA BANKS AND FINANCIAL 628 -31.91%<br />
4 135 MW-SUCOMA ILLOVO SUGAR (MALAWI) LTD MALAWI AGRICULTURE 593 17.29%<br />
5 158 ZA-ZCCM ZAMBIA CONSOLIDATED COPPER ZAMBIA MINING AND METALS 481 385.44%<br />
6 MW-TNM TELEKOM NETWORKS MALAWI (TNM) MALAWI TELECOM 299 0.00%<br />
7 ZA-ZMSG ZAMBIA SUGAR PLC ZAMBIA AGRICULTURE 292 -50.22%<br />
8 ZA-CELT CELTEL ZAMBIA PLC ZAMBIA TELECOM 280 0.00%<br />
9 ZA-SCBZ STANDARD CHARTERED BANK OF ZAMBIA ZAMBIA BANKS AND FINANCIAL 276 -32.49%<br />
10 BW-BIHL BOTSWANA INSURANCE HOLDINGS LTD BOTSWANA INSURANCE 276 -58.33%<br />
11 BW-SCHB SECHABA BREWERY HOLDINGS LTD BOTSWANA CONSUMER GOODS 249 -27.86%<br />
12 NM-FNN FNB NAMIBIA NAMIBIA BANKS AND FINANCIAL 233 -10.83%<br />
13 ZA-CHCM CHILANGA CEMENT LTD ZAMBIA CONSTRUCTION AND MATERIALS 226 -23.49%<br />
14 MW-NBM NATIONAL BANK OF MALAWI MALAWI BANKS AND FINANCIAL 199 5.10%<br />
15 BW-LEGO LETSHEGO BOTSWANA BANKS AND FINANCIAL 196 -28.82%<br />
16 MW-FMK FIRST MERCHANT BANK (FMB) MALAWI BANKS AND FINANCIAL 185 44.19%<br />
17 MW-PCL PRESS CORPORATION LTD MALAWI DIVERSIFIED CONGLOMERATES 156 -1.47%<br />
18 ZA-ZMBR ZAMBIAN BREWERIES LTD ZAMBIA CONSUMER GOODS 121 -44.41%<br />
19 NM-NMB NAMIBIAN BREWERIES LTD NAMIBIA CONSUMER GOODS 118 -10.40%<br />
20 MW-CBM STANBIC BANK MALAWI MALAWI BANKS AND FINANCIAL 118 35.08%<br />
21 ZA-ZBEEF ZAMBEEF PRODUCTS PLC ZAMBIA AGRICULTURE 99 -57.33%<br />
22 BW-ENGN ENGEN BOTSWANA LTD BOTSWANA OIL AND GAS 86 -26.56%<br />
23 BW-FURN FURNITURE MART LTD BOTSWANA CONSUMER GOODS 74 -19.05%<br />
24 ZA-NABR NATIONAL BREWERIES LTD ZAMBIA CONSUMER GOODS 73 -34.54%<br />
25 MW-NICO NATIONAL INSURANCE COMPANY LTD MALAWI INSURANCE 69 17.00%
Dollar<br />
Returns<br />
In 2008<br />
Abri-Code Company Name Country Industry Value<br />
(Million $)<br />
Rank in<br />
Top 200<br />
Regional<br />
Rank<br />
26 ZA-BATZL BRITISH AMERICAN TOBACCO ZAMBIA ZAMBIA CONSUMER GOODS 61 -25.51%<br />
27 BW-SFLN SEFALANA HOLDINGS CO LTD BOTSWANA DIVERSIFIED CONGLOMERATES 60 -35.24%<br />
28 ZA-BPZAM BP ZAMBIA PLC ZAMBIA OIL AND GAS 55 -50.70%<br />
29 BW-IMAR IMARA HOLDINGS LTD BOTSWANA FINANCIAL SERVICES 54 -0.70%<br />
30 BW-ABCH AFRICAN BANKING CORP HOLDINGS BOTSWANA BANKS AND FINANCIAL 54 -19.05%<br />
31 NM-ORY ORYX PROPERTIES LTD NAMIBIA REAL ESTATE 51 -26.30%<br />
32 MW-NBSB NBS BANK LTD MALAWI BANKS AND FINANCIAL 50 217.48%<br />
33 NM-TSOL TRUSTCO GROUP HOLDINGS LTD NAMIBIA FINANCIAL SERVICES 48 -26.79%<br />
34 BW-MTST METRO SEFALANA CASH AND CARRY LTD BOTSWANA RETAIL AND GENERAL TRADING 38 -14.71%<br />
35 MW-MPIC MALAWI PROPERTY INVESTMENT COMPANY LTD MALAWI REAL ESTATE 34 -29.39%<br />
36 BW-PRIM PRIME TIME PROPERTY HOLDINGS LTD BOTSWANA REAL ESTATE 27 -35.24%<br />
37 BW-TUST TURNSTAR HOLDINGS LTD BOTSWANA REAL ESTATE 23 -27.93%<br />
38 BW-CHOBE CHOBE HOLDINGS LTD BOTSWANA ENTERTAINMENT AND LEISURE 22 -41.64%<br />
39 BW-AFDIA AFRICAN DIAMOND PLC BOTSWANA MINING AND METALS 22 -72.79%<br />
40 BW-INCO SECURICOR BOTSWANA LTD BOTSWANA PROFESSIONAL SERVICES 22 -35.97%<br />
41 DW-FSGL FSG LTD BOTSWANA CONSUMER GOODS 18 0.00%<br />
42 MW-SUNBIRD SUNBIRD TOURISM LTD MALAWI ENTERTAINMENT AND LEISURE 16 16.92%<br />
43 ZA-MFOZ METAL FABRICATORS OF ZAMBIA PLX ZAMBIA MANUFACTURING 16 -54.41%<br />
44 ZA-ITVB INVESTRUST BANK PLC ZAMBIA BANKS AND FINANCIAL 14 -55.77%<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
45 MW-NITL NATIONAL INVESTMENT TRUST LTD MALAWI FINANCIAL SERVICES 14 -13.79%<br />
46 BW-RDCP RDC PROPERTIES LTD BOTSWANA REAL ESTATE 14 -23.42%<br />
47 NM-SMSP STIMULUS INVESTMENTS LTD NAMIBIA FINANCIAL SERVICES 13 -28.81%<br />
48 ZA-PAMODZI PAMODZI HOTELS PLC ZAMBIA ENTERTAINMENT AND LEISURE 8 128.12%<br />
49 ZA-FRHS FARMERS HOUSE PLC ZAMBIA REAL ESTATE 8 -54.11%<br />
50 ZA-ZMBS ZAMBIA BATA SHOE COMPANY PLC ZAMBIA CONSUMER GOODS 7 5.43%<br />
1 1 SA-AGL ANGLO AMERICAN SOUTH AFRICA MINING AND METALS 23.479 -67.54%<br />
113
114 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
South <strong>Africa</strong>’s Top 50 Companies<br />
Dollar<br />
Returns<br />
In 2008<br />
Abri-Code Company Name Country Industry Value<br />
(Million $)<br />
Rank in<br />
Top 200<br />
Regional<br />
Rank<br />
2 2 SA-SAB SABMILLER SOUTH AFRICA CONSUMER GOODS 23.317 -37.16%<br />
3 3 SA-SOL SASOL LTD SOUTH AFRICA OIL AND GAS 18.604 -40.18%<br />
4 4 SA-MTN MTN GROUP LIMITED SOUTH AFRICA TELECOM 16.333 -38.64%<br />
5 6 SA-SBK STANDARD BANK GROUP LTD SOUTH AFRICA BANKS AND FINANCIAL SERVICES 9.56 -39.94%<br />
6 7 SA-AMS ANGLO AMERICAN PLATINUM CORP LTD SOUTH AFRICA MINING AND METALS 9.27 -62.89%<br />
7 8 SA-FSR FIRSTRAND LIMITED SOUTH AFRICA BANKS AND FINANCIAL SERVICES 8.174 -40.93%<br />
8 9 SA-ANG ANGLOGOLD ASHANTI LTD SOUTH AFRICA MINING AND METALS 7.631 -37.71%<br />
9 10 SA-RCH RICHEMONT SOUTH AFRICA LUXURY GOODS 7.361 -76.48%<br />
10 11 SA-TKG TELKOM SA LTD SOUTH AFRICA TELECOM 6.506 -39.91%<br />
11 12 SA-IMP IMPALA PLATINUM HOLDINGS LTD SOUTH AFRICA MINING AND METALS 6.368 -58.79%<br />
12 13 SA-ASA ABSA GROUP LTD SOUTH AFRICA BANKS AND FINANCIAL SERVICES 6.083 -29.44%<br />
13 14 SA-GFI GOLD FIELDS LTD SOUTH AFRICA MINING AND METALS 5.351 -32.77%<br />
14 15 SA-NPN NASPERS LTD SOUTH AFRICA MEDIA 4.986 -25.68%<br />
15 16 SA-KIO KUMBA IRON ORE LTD SOUTH AFRICA MINING AND METALS 4.695 -58.83%<br />
16 18 SA-SLM SANLAM LTD SOUTH AFRICA INSURANCE 4.505 -45.88%<br />
17 22 SA-OML OLD MUTUAL SOUTH AFRICA INSURANCE 4.044 -75.27%<br />
18 24 SA-NED NEDCOR LTD SOUTH AFRICA BANKS AND FINANCIAL SERVICES 3.577 -49.14%<br />
19 25 SA-HAR HARMONY GOLD MINING COMPANY LTD SOUTH AFRICA MINING AND METALS 3.474 0.42%<br />
20 26 SA-REM REMGRO LTD SOUTH AFRICA DIVERSFIED CONGLOMERATES 3.47 -72.12%<br />
21 27 SA-BVT BIDVEST GROUP LTD SOUTH AFRICA MANUFACTURING 3.127 -39.54%<br />
22 28 SA-SHP SHOPRITE HOLDINGS LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 2.976 -10.84%<br />
23 31 SA-RMH RMB HOLDINGS LTD SOUTH AFRICA BANKS AND FINANCIAL SERVICES 2.739 -37.12%<br />
24 34 SA-EXX EXXARO RESOURCES LTD SOUTH AFRICA MINING AND METALS 2.415 -49.66%<br />
25 36 SA-ARI AFRICAN RAINBOW MINERALS LTD SOUTH AFRICA MINING AND METALS 2.388 -42.52%
Dollar<br />
Returns<br />
In 2008<br />
Abri-Code Company Name Country Industry Value<br />
(Million $)<br />
Rank in<br />
Top 200<br />
Regional<br />
Rank<br />
26 37 SA-TBS TIGER BRANDS LTD SOUTH AFRICA CONSUMER GOODS 2.368 -38.17%<br />
27 40 SA-JNC AVUSA(FORMELY JOHNNIC HOLDINGS LTD) SOUTH AFRICA MEDIA 1.873 410.14%<br />
28 41 SA-LBT LIBERTY INTERNATIONAL PLC SOUTH AFRICA REAL ESTATE 1.862 -73.25%<br />
29 42 SA-LON LONMIN PLC SOUTH AFRICA MINING AND METALS 1.849 -77.82%<br />
30 44 ST-TRU TRUWORTHS INTERNATIONAL LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 1.704 -8.53%<br />
31 45 SA-PIK PICK’NPAY STORES LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 1.683 -30.68%<br />
32 48 SA-PPC PRETORIA PORTLAND CEMENT CO LTD SOUTH AFRICA CONSTRUCTION AND MATERIALS 1.631 -46.52%<br />
33 49 SA-MSM MASSMART HOLDINGS LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 1.621 -14.94%<br />
34 50 SA-APN ASPEN PHARMACARE HOLDINGS LTD SOUTH AFRICA HEALTH AND PHARMACEUTICALS 1.603 -35.96%<br />
35 51 SA-LGL LIBERTY GROUP LTD SOUTH AFRICA INSURANCE 1.574 -54.17%<br />
36 55 SA-NTC NETWORK HEALTHCARE HOLDINGS LTD SOUTH AFRICA HEALTH AND PHARMACEUTICALS 1.483 -47.47%<br />
37 56 SA-MUR MURRAY & ROBERTS HOLDING LTD SOUTH AFRICA CONSTRUCTION AND MATERIALS 1.441 -65.92%<br />
38 57 SA-INP INVESTEC PLC SOUTH AFRICA BANKS AND FINANCIAL SERVICES 1.418 -58.94%<br />
39 62 SA-DSY DISCOVERY HOLDINGS LTD SOUTH AFRICA INSURANCE 1.362 -31.07%<br />
40 63 SA-SHF STEINHOFF INTERNATIONAL HOLDINGS LTD SOUTH AFRICA CONSUMER GOODS-NON FOOD 1.36 -53.15%<br />
41 65 SA-WHL WOOLWORTHS HOLDINGS LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 1.282 -42.47%<br />
42 68 SA-ABL AFRICAN BANK INVESTMENTS LTD SOUTH AFRICA BANKS AND FINANCIAL SERVICES 1.261 -43.60%<br />
43 69 SA-DST DISTELL GROUP LTD SOUTH AFRICA CONSUMER GOODS 1.125 -40.43%<br />
44 70 AS-ASR ASSORE LTD SOUTH AFRICA MINING AND METALS 1.111 -20.17%<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
45 71 SA-FOS FOSCHINI LTD SOUTH AFRICA RETAIL AND GENERAL TRADING 1.107 -28.03%<br />
46 73 SA-IPL IMPERIAL HOLDINGS LTD SOUTH AFRICA MANUFACTURING 1.074 -58.69%<br />
47 74 SA-AEG AVENG LTD SOUTH AFRICA CONSTRUCTION AND MATERIALS 1.051 -63.44%<br />
48 75 SA-SUI SUN INTERNATIONAL LTD SOUTH AFRICA ENTERTAINMENT AND LEISURE 1.032 -53.69%<br />
49 78 SA-RLO REUNERT LIMITED SOUTH AFRICA MANUFACTURING 986 -48.64%<br />
50 81 SA-SPP SPAR GROUP SOUTH AFRICA RETAIL AND GENERAL TRADING 933 -31.54%<br />
115
116 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
The <strong>Africa</strong> Report Magazine – Bi-monthly No. 15 February – March 2009<br />
<strong>Africa</strong>’s Top 500 Companies – 2008<br />
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
1 1 SONATRACH ALGERIA HYDROCARBONS 67 632 022 10.30% 10 002<br />
2 94 92 SONANGOL ANGOLA HYDROCARBONS 17 000 000 ND<br />
3 5 2 SASOL SOUTH AFRICA CHEMICALS 14 527 702 58.31% 2 598 278<br />
4 3 -1 THE BIDVEST GROUP SOUTH AFRICA RETAIL 14 191 666 27.53% 412 638<br />
5 8 3 MTN GROUP SOUTH AFRICA TELECOMS 10 829 117 46.00% 1 764 164<br />
6 6 IMPERIAL HOLDINGS SOUTH AFRICA DIVERSIFIED 9 802 983 26.07% 466 950<br />
7 7 TELKOM SOUTH AFRICA TELECOMS 8 332 994 12.32% 1 209 865<br />
8 4 -4 SANLAM SOUTH AFRICA INSURANCE 7 773 217 -22.69% 944 411<br />
9 11 2 VODACOM GROUP SOUTH AFRICA RETAIL 7 132 723 20.62% 1 178 123<br />
10 12 2 PICK & PAY STORES HOLDINGS SOUTH AFRICA MINES 7 027 475 18.89% 138 738<br />
11 14 3 ANGLO PLATINUM CORP SOUTH AFRICA MINES 6 952 576 23.55% 1 875 349<br />
12 9 -3 DE BEERS CONSOLIDATE MINES SOUTH AFRICA ELECTRICITY 683 600 11.15% -521 000<br />
13 13 ESKOM SOUTH AFRICA DIVERSIFIED 6 580 526 14.27% 144 201<br />
14 10 -4 BARLOWORLD SOUTH AFRICA TELECOMS 6 401 386 4.33% 224 296<br />
15 VODACOM SOUTH AFRICA SOUTH AFRICA 6 392 843 1 172 008<br />
16 21 5 SHOPRITE HOLDINGS SOUTH AFRICA RETAIL 5 766 525 35.08% 160 712<br />
17 16 -1 SAPPI SOUTH AFRICA PAPER 5 304 000 7.35% 202 000<br />
18 15 -3 MASSMART HOLDINGS SOUTH AFRICA RETAIL 5 176 524 3.02% 159 021<br />
19 17 -2 STEINHOFF INTERNATIONAL HOLDINGS SOUTH AFRICA FUNITURE 5 067 540 9.37% 440 366<br />
20 18 -2 ORASCOM TELECOM EGYPT TELECOMS 4 905 049 9.80% 2 175 528<br />
21 36 15 IMPALA PLATINUM HOLDINGS SOUTH AFRICA MINES 4 660 836 85.31% 1 084 511<br />
22 22 TRANSNET SOUTH AFRICA TRANSPORT 4 454 973 9.87% 638 244<br />
23 23 MITTAL STEEL SOUTH AFRICA SOUTH AFRICA STEEL 4 342 751 19.14% 846 254
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
24 26 2 GROUPE ONA MOROCCO DIVERSIFIED 4 298 719 25.26% 198 383<br />
25 24 -1 MNT SOUTH AFRICA SOUTH AFRICA TELECOMS 4 177 971 18.28% 819 013<br />
26 SUEZ CANAL AUTHORITY EGYPT TRANSPORT 4 160 000 ND<br />
27 25 -2 SAMIR MOROCCO REFINERY 4 106 175 16.84% 55 183<br />
28 27 -1 DATATEC SOUTH AFRICA IT 4 007 932 26.52% 80 036<br />
29 20 -9 SAB MILLER SOUTH AFRICA SOUTH AFRICA BEVERAGE 3 956 000 -7.44% 962 000<br />
30 29 -1 ANGLOGOLD ASHANTI SOUTH AFRICA MINES 3 609 903 19.02% -599 158<br />
31 35 4 MAROC TELECOM MOROCCO TELECOMS 3 604 489 34.04% ND<br />
32 30 -2 LIBERTY GROUP SOUTH AFRICA INSURANCE 3 407 519 13.75% 504 440<br />
33 28 -5 SOUTH AFRICAN AIRWAYS SOUTH AFRICA TRANSPORT 3 332 754 -160 634<br />
34 41 7 AVENG SOUTH AFRICA DIVERSIFIED 3 270 913 41.77% 1 108 095<br />
35 37 2 SPAR GROUP SOUTH AFRICA RETAIL 3 242 754 31.36% 77 430<br />
36 34 -2 NAFTAL ALGERIA OIL & SERVICES 3 236 480 16.09% ND<br />
37 38 1 ALLIED ELECTRONICS STORES SOUTH AFRICA ELECTRONICS 3 172 860 28.91% 195 278<br />
38 2 -36 OLD MUTUAL SOUTH AFRICA INSURANCE 3 121 796 -74.83% ND<br />
39 40 1 EDGARS CONSOLIDATED STORES SOUTH AFRICA RETAIL 3 101 648 32.27% -230 958<br />
40 33 -7 NASPERS SOUTH AFRICA MEDIA 3 037 690 8.35% 576 803<br />
41 48 7 MTN NIGERIA NIGERIA TELECOMS 2 998 013 40.00% 629 953<br />
42 32 -10 DEBSWANA DIAMOND CO. BOTSWANA MINES 2 966 160 ND<br />
43 50 7 AL EZZ STEEL CO EGYPT STEEL 2 945 532 43.43% 204 510<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
44 49 5 GOLD FIELDS SOUTH AFRICA MINES 2 915 563 38.90% 389 964<br />
45 44 -1 OFFICE CHERIFIEN PHOSPHATES MOROCCO MINES 2 906 424 32.83% ND<br />
46 47 1 MC CARTHY RETAILS SOUTH AFRICA RETAIL 2 766 906 107 233<br />
47 45 -2 WOOLWORTHS HOLDING SOUTH AFRICA RETAIL 2 759 933 26.81% 160 886<br />
48 62 14 NETWORK HEALTHCARE HOLDINGS SOUTH AFRICA HEALTHCARE 2 754 766 65.01% 162 115<br />
49 60 11 MURRAY & ROBBERTS HOLDINGS SOUTH AFRICA CIV.ENGINEERING 2 646 216 54.47% 117 833<br />
117
118 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
50 55 5 GRINDROD SOUTH AFRICA TRANSPORT 2 528 303 40.65% 190 380<br />
51 43 -8 NAMPAK SOUTH AFRICA PACKAGING 2 518 982 14.84% 156 326<br />
52 31 -21 ORASCOM CONSTRUCTION INDUSTRIES EGYPT CIV.ENGINEERING 2 457 444 -15.43% 252 731<br />
53 39 -14 TIGER BRANDS SOUTH AFRICA FOOD 2 399 876 -0.05% 339 375<br />
54 46 -8 SOCIETE IVOIRIENNE DE RAFFINAGE COTE D’IVOIRE REFINERY 2 330 188 7.29% 46 846<br />
55 56 1 SOC.TUN DES IND.DE RAFFINAGE TUNISIA REFINERY 2 252 471 25.63% ND<br />
56 57 1 OFFICE NATIONAL DE L’ELECTRICITE MOROCCO ELECTRICITY 2 225 640 24.23% -26 184<br />
57 53 -4 SOC.NAT.DE L’ELECTRICITE ET DU GAZ ALGERIA ELECTRICITY/GAS 2 088 432 13.61% 138 033<br />
58 65 7 SOC.NAT DE RAFFINAGE DU PETROLE ALGERIA REFINERY 2 085 040 32.96% ND<br />
59 EGYPTAIR HOLDINGS EGYPT DIVERSIFIED 2 078 976 105 467<br />
60 54 -6 SANTAM SOUTH AFRICA INSURANCE 1 950 263 6.55% 15 930<br />
61 52 -9 LONMIN SOUTH AFRICA MINES 1 941 000 4.64% 408 000<br />
62 51 -11 UNITRANS* SOUTH AFRICA TRANSPORT 1 926 017 48 618<br />
63 59 -4 JD GROUP SOUTH AFRICA RETAIL 1 910 881 11.36% 159 450<br />
64 63 -1 TELECOM EGYPT EGYPT TELECOMS 1 821 551 12.10% 435 226<br />
65 66 1 ORASCOM TELECOM ALGERIE ALGERIA TELECOMS 1 755 856 14.67% ND<br />
66 PIONEER FOODS GROUP SOUTH AFRICA FOOD 1 728 720 75 063<br />
67 58 -9 SUPER GROUP SOUTH AFRICA AUTOMOBILE 1 713 686 -3.55% 71 613<br />
68 EL SEWEDY CABLES EGYPT ELEC.CABLES 1 704 004 132 031<br />
69 89 20 KUMBA RESOURCES MOROCCO MINES 1 702 131 63.06% 592 644<br />
70 69 -1 AL EZZ DEKHEILA STEEL CO EGYPT STEEL 1 608 749 12.57% 418 449<br />
71 64 -7 ALTADIS MARCO* MOROCCO TOBACCO 1 581 503 119 386<br />
72 72 SOC.NATIONALE DES HYDROCARBURES CAMEROON HYDROCARBONS 1 573 583 17.45% ND<br />
73 68 -5 NEW CLICKS HOLDINGS SOUTH AFRICA RETAIL 1 558 912 8.46% 56 334<br />
74 70 -4 CEVITAL ALGERIA AGRO-INDUSTRY 1 552 266 10.40% 288 996<br />
75 75 ROYAL AIR MAROC MOROCCO TRANSPORT 1 518 672 19.83% 14 532
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
76 61 -15 OANDO NIGERIA OIL & SERVICES 1 501 794 -11.37% 49 804<br />
77 83 6 MOBINIL EGYPT TELECOMS 1 494 783 33.21% 332 734<br />
78 MOZAL MOZAMBIQUE METALS 1 481 521 549 634<br />
79 74 -5 TOTAL GABON GABON HYDROCARBONS 1 455 967 13.81% 334 404<br />
80 100 20 SOCIETE NATIONALE DE RAFFINAGE CAMEROON REFINERY 1 450 270 27 614<br />
81 115 34 MEDI CLINIC CORP. SOUTH AFRICA HEALTHCARE 1 418 171 83.96% 106 744<br />
82 78 -4 REUNERT SOUTH AFRICA ELECTRONICS 1 417 490 19.75% 73 803<br />
83 81 -2 REMGRO SOUTH AFRICA DIVERSIFIED 1 398 628 23.54% 1 488 347<br />
84 76 -8 MUTUAL & FEDERAL INSURANCE SOUTH AFRICA INSURANCE 1 380 270 12.34% 120 957<br />
85 77 -8 FOSCHINI SOUTH AFRICA RETAIL 1 369 995 14.01% 178 563<br />
86 80 -6 HARMONY GOLD MINING CO. SOUTH AFRICA MINES 1 354 361 17.22% 140 203<br />
87 79 -8 ALGERIE TELECOM ALGERIA TELECOMS 1 307 040 10.59% 15 560<br />
88 73 -15 CMH GROUP SOUTH AFRICA AUTOMOBILE 1 304 616 -0.09% 16 568<br />
89 87 -2 METROPOLITAN LIFE SOUTH AFRICA INSURANCE 1 301 656 22.01% 226 220<br />
90 ENDIAMA ANGOLA MINES 1 300 000 ND<br />
91 86 -5 EGYPTAIR AIRLINES EGYPT TRANSPORT 1 266 264 18.69% 29 379<br />
92 67 -25 AECI SOUTH AFRICA CHEMICALS 1 261 534 -14.05% 69 139<br />
93 84 -9 SHELL MARCO MOROCCO OIL & SERVICES 1 245 832 12.91% 23 813<br />
94 85 -9 ELLERINE HOLDINGS SOUTH AFRICA FUNITURE 1 225 854 12.60% 149 382<br />
95 101 6 COMPAGNIE MINIERE DE L’OGOOUE GABON MINES 1 221 198 35.60% ND<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
96 96 ALLIED TECHNOLOGIES SOUTH AFRICA ELECTRONICS 1 220 228 25.23% 64 402<br />
97 110 13 WILSON BAYLY HOLMES – OVCON SOUTH AFRICA CIV.ENGINEERING 1 203 320 44.48% 46 829<br />
98 90 -8 SOC.TUN DE L’ELECTRICITE ET DU GAZ TUNISIA ELECTRICITY/GAS 1 185 921 15.50% 16 556<br />
99 91 -8 TOTAL NIGERIA NIGERIA HYDROCARBONS 1 184 283 15.46% 28 068<br />
100 97 -3 DISTELL GROUP SOUTH AFRICA BEVERAGE 1 177 679 21.99% 125 525<br />
101 ZAIN NIGERIA (EX-CETEL) NIGERIA TELECOMS 1 171 900 83 200<br />
119
120 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
102 98 -4 AFGRI SOUTH AFRICA AGRO-INDUSTRY 1 153 458 24.71% 42 638<br />
103 109 6 GROUP FIVE HOLDINGS SOUTH AFRICA CIV.ENGINEERING 1 138 381 35.06% 35 917<br />
104 111 7 SOC.NAT.DE TELECOM DU SENEGAL SENEGAL TELECOMS 1 132 979 37.51% 361 906<br />
105 71 -34 THE ARAB CONTRACTORS EGYPT CIV.ENGINEERING 1 130 721 -15.94% 38 248<br />
106 122 16 GROUPE CHIMIQUE TUNISIEN TUNISIA CHEMICALS 1 123 338 284 767<br />
107 103 -4 MR. PRICE GROUP SOUTH AFRICA RETAIL 1 098 697 22.79% 81 567<br />
108 GRINAKER- LTA SOUTH AFRICA CIV.ENGINEERING 1 097 939 ND<br />
109 112 3 OMNIA HOLDINGS SOUTH AFRICA CHEMICALS 1 086 687 36.56% 46 340<br />
110 99 -11 SOC.NAT.DE DISTR.DES PETROLES AGIL TUNISIA OIL & SERVICES 1 056 286 16.06% ND<br />
111 88 -23 VODAFONE EGYPT* EGYPT TELECOMS 1 048 579 300 728<br />
112 107 -5 SUN INTERNATIONAL SOUTH AFRICA TOURISM 1 027 023 20.12% 151 307<br />
113 KONKOLA COPPER MINES ZAMBIA MINES 1 017 206 301 329<br />
114 92 -22 EXXON MOBIL EGYPT* EGYPT OIL & SERVICES 1 012 102 45 433<br />
115 93 -22 ZAMBIA CON.COPPER MINES* ZAMBIA MINES 1 011 813 301 329<br />
116 102 -14 ILLOVO SUGAR SOUTH AFRICA AGRO-INDUSTRY 1 005 867 11.74% 88 800<br />
117 HULAMIN SOUTH AFRICA METALS 972 447 5 547<br />
118 129 11 SAFARICOM KENYA TELECOMS 970 858 41.60% 219 154<br />
119 127 8 NIGERIAN BREWERIES NIGERIA BEVERAGE 963 603 37.78% 163 337<br />
120 108 -12 KENYA AIRWAYS KENYA TRANSPORT 956 651 12.61% 61 208<br />
121 82 -39 TONGAAT-HULETT GROUP SOUTH AFRICA FOOD 946 780 -16.06% 515 954<br />
122 116 -6 AVUSA(EX-JOHNNIC COMM.) SOUTH AFRICA MEDIA 937 512 21.72% 71 538<br />
123 114 -9 ANGLOVAAL INDUSTRIES SOUTH AFRICA FOOD 937 512 20.65% 71 536<br />
124 117 -7 ASTRAL FOODS SOUTH AFRICA FOOD 937 054 25.78% 80 770<br />
125 135 10 AFR.RAINBOW MIN. (EX-ANGLOVAAL) SOUTH AFRICA MINES 933 899 40.59% 208 899<br />
126 121 -5 PALABORA MINING CO. SOUTH AFRICA MINES 914 646 26.92% 275 508<br />
127 106 -21 FLOUR MILLS NIGERIA NIGERA FOOD 910 589 6.30% 63 810
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
128 137 9 MARJANE HOLDING MOROCCO RETAIL 887 454 34.66% ND<br />
129 104 -25 TUNISIE TELECOM TUNISIA TELECOMS 884 793 126 888<br />
130 130 RAINBOW CHICKEN SOUTH AFRICA FOOD 881 686 29.69% 79 794<br />
131 136 5 AFRICAN PETROLEUM NIGERIA HYDROCARBONS 879 770 32.50% 49 160<br />
132 105 -27 NATIONAL PORTS AUTHORITY* SOUTH AFRICA TRANSPORT 877 698 ND<br />
133 154 21 AFRICAN OXYGEN SOUTH AFRICA CHEMICALS 865 944 53.94% 90 755<br />
134 120 -14 DINESION DATA HOLDINGS AFRICA SOUTH AFRICA IT 849 238 17.34% 70 877<br />
135 158 23 GHABBOUR AUTO EGYPT AUTOMOBILE 843 977 54.19% 82 675<br />
136 PETROLEUM PROJECTS CONSULT.CO EGYPT ENGINEERING 839 035 ND<br />
137 131 -6 CHEMICAL SERVICES SOUTH AFRICA CHEMICALS 833 966 22.70% 83 944<br />
138 134 -4 SOCIETE NATIONALE DE SIDERURGIE MOROCCO STEEL 827 480 22.71% 740 298<br />
139 PRETORIA PORTLAND CEMENT CO SOUTH AFRICA CONST.MATERIAL 824 046 211 563<br />
140 236 96 HOSKEN CONSOLIDATED INVESTMENTS SOUTH AFRICA DIVERSIFIED 817 591 169.36% 129 085<br />
141 119 -22 KENYA OIL CO KENYA HYDROCARBONS 816 651 11.72% 9 388<br />
142 144 2 ALUMINIUM CO. OF EGYPT EGYPT METALS 803 228 30.71% 145 964<br />
143 95 -48 HIGHVELD STEEL & VANADIUM CORP SOUTH AFRICA METALS 796 213 -19.72% 281 739<br />
144 126 -18 SOCIETE TUNISIENNE DE L’AIR TUNISIA TRANSPORT 795 302 13.53% 26 910<br />
145 ZAIN SUDAN (EX-SUD MOBILE) SUDAN TELECOMS 792 500 263 200<br />
146 149 3 TRUWORTHS INTERNATIONAL SOUTH AFRICA RETAIL 788 514 30.91% 161 375<br />
147 146 -1 COMP.SUCRIERE MAROC.RAFFINAGE MOROCCO AGRO-INDUSTRY 785 902 29.18% 33 401<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
148 KAP INTERNATIONAL HOLDINGS SOUTH AFRICA DIVERSIFIED 776 108 35 177<br />
149 125 -24 SOUTH AFRICAN POST OFFICE SOUTH AFRICA POSTAL SERVICES 769 916 9.65% 55 832<br />
150 140 -10 ETHIOPIAN AIRLINES ETHIOPIA TRANSPORT 769 506 20.38% 14 597<br />
151 133 -18 AIR ALGERIE ALGERIA TRANSPORT 768 944 13.38% 32 785<br />
152 141 -11 SUEZ CEMENT CO EGYPT CEMENT 764 819 22.04% 178 789<br />
153 124 -29 ALEXANDRIA MINERAL OILS CO EGYPT HYDROCARBONS 753 671 6.01% 158 115<br />
121
122 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
154 118 -36 CONOIL NIGERIA OIL & SERVICES 748 882 2.09% 22 359<br />
155 123 -32 MOMENTUM LIFE ASSURERS* SOUTH AFRICA INSURANCE 713 857 277 380<br />
156 168 12 CTP HOLDINGS SOUTH AFRICA MEDIA 703 479 41.12% 91 704<br />
157 147 -10 CLOVER HOLDINGS SOUTH AFRICA FOOD 700 461 15.23% 30 884<br />
158 157 -1 TOTAL KENYA KENYA OIL & SERVICES 697 816 26.91% 8 293<br />
159 160 1 SOCIETE GABONAISE DE RAFFINAGE GABON REFINERY 695 950 28.05% ND<br />
160 145 -15 SOUTH AFRICAN BROADCASTING CORP. SOUTH AFRICA MEDIA 695 835 13.43% 47 554<br />
161 132 -29 DANGOTE SUGAR REFINERY NIGERIA DIVERSIFIED 695 436 2.45% 185 179<br />
162 128 -34 SOCIETE AFRICAINE DE RAFFINAGE* SENEGAL REFINERY 686 072 -48 974<br />
163 177 14 EL MANSOUR AUTOMOTIVE CO. EGYPT AUTOMOBILE 685 275 46.85% 26 906<br />
164 165 1 BELL EQUIPMENT SOUTH AFRICA AUTOMOBILE 684 725 34.84% 54 025<br />
165 113 -52 NAMDEB DIAMONG CORP. NAMIBIA MINES 683 205 -12.75% 21 416<br />
166 180 14 JULIUS BERGER NIGERIA NIGERIA CIV.ENGINEERING 681 846 47.95% 15 245<br />
167 HOLDING POULINA TUNISIA DIVERSIFIED 681 252 44 275<br />
168 143 -25 EASTERN CO EGYPT TOBACCO 663 715 7.11% 126 844<br />
169 GROUPE ELLOUMI TUNISIA DIVERSIFIED 662 248 ND<br />
170 152 -18 COSIDER ALGERIA CIV.ENGINEERING 661 922 13.97% 66 006<br />
171 159 -12 AIR MAURITIUS MAURITIUS TRANSPORT 659 407 20.63% 25 033<br />
172 151 -21 LYONNAISE DES EAUX DE CASABLANCA MOROCCO WATER/ELEC. 658 827 12.93% 42 914<br />
173 138 -35 ASSMANG* SOUTH AFRICA MINES 656 060 35 809<br />
174 197 23 ADCORP HOLDINGS SOUTH AFRICA EDUCATION 655 877 69.01% 18 798<br />
175 155 -20 ZURICH INS. CO. SA (EX-SA EAGLE INS) SOUTH AFRICA INSURANCE 651 562 15.93% 43 087<br />
176 156 -20 MEDI TELECOM MOROCCO TELECOMS 644 912 16.96% ND<br />
177 139 -38 ALEXANDER FORBES* SOUTH AFRICA FINANCE 641 710 92 268<br />
178 167 -11 ASSORE SOUTH AFRICA MINES 635 584 26.55% 118 937<br />
179 195 16 GROUPE OPTORG MOROCCO RETAIL 628 622 59.68% ND
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
180 160 -20 CHEVRON OIL CO. NIGERIA NIGERIA OIL & SERVICES 626 271 17.24% 16 892<br />
181 MONDI PACKAGING SOUTH AFRICA PACKAGING 621 573 ND<br />
182 142 -40 ENT.TUN.D’ACTIVITIES PETROLIERES TUNISIA OIL & SERVICES 621 572 152 079<br />
183 276 93 SUDANESE TELECOM CO SUDAN TELECOMS 621 103 150.73% 216 394<br />
184 171 -13 ILIAD AFRICA SOUTH AFRICA CONST.MATERIAL 618 902 27.84% 36 632<br />
185 162 -23 RAND WATER SOUTH AFRICA WATER 609 759 15.54% 110 000<br />
186 164 -22 BUSINESS CONNEXION GROUP SOUTH AFRICA IT 609 744 19.47% 18 965<br />
187 MTN GHANA GHANA TELECOMS 599 306 137 390<br />
188 153 -35 SUGAR AND INT. INDUSTRIES CO. EGYPT AGRO-INDUSTRY 598 932 4.94% 63 122<br />
189 169 -20 ASPEN PHARMACARE HOLDINGS SOUTH AFRICA PHARMA. 596 028 20.23% 106 200<br />
190 172 -18 NIGERIAN BOTTLING CO NIGERIA BEVERAGE 590 926 22.14% 27 352<br />
191 150 -41 BYTES TECHNOLOGY GROUP* SOUTH AFRICA IT 587 527 20 552<br />
192 187 -5 EGYPTIAN CEMENT CO. EGYPT CONST.MATERIAL 584 682 34.81% 282 169<br />
193 184 -9 PZ CUSSONS NIGERIA NIGERIA PHARMA. 566 057 28.83% 34 061<br />
194 229 35 NATIONAL NAVIGATION CO EGYPT TRANSPORT 561 828 76.39% 135 985<br />
195 161 -34 SEARDEL INVESTMENT CORP. SOUTH AFRICA TEXTILES 561 607 6.00% 7 575<br />
196 163 -33 ORIENTAL WEAVERS FOR CARPETS EGYPT TEXTILES 559 064 8.55% 69 161<br />
197 282 85 TUNISIANA TUNISIA TELECOMS 558 616 133.97% ND<br />
198 170 -28 SOC.NAT.INDUSTRIELLE ET MINIERE MAURITIUS MINES 557 000 13.44% 181 000<br />
199 211 12 NORTHAM PLATINUM SOUTH AFRICA MINES 553 678 58.15% 196 458<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
200 179 -21 CENTRALE LAITIERE MOROCCO FOOD 551 203 19.23% 54 397<br />
201 193 -8 DISCOVERY HEALTH SOUTH AFRICA INSURANCE 549 266 35.33% 158 858<br />
202 TOTAL CAMEROUN CAMEROON OIL & SERVICES 543 739 ND<br />
203 186 -17 GUINNESS NIGERIA NIGERIA BEVERAGE 536 911 23.49% 92 188<br />
204 173 -31 LEWIS GROUP SOUTH AFRICA RETAIL 532 447 11.47% 95 093<br />
205 218 13 GROUPE SIFCA COTE D’IVOIRE DIVERSIFIED 520 521 54.84% 69 079<br />
123
124 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
206 181 -25 COMPAGNIE IVOIRIENNE D’ELECTRICITE COTE D’IVOIRE ELECTRICITY 515 248 15.02% 10 404<br />
207 MVELAPHANDA GROUP SOUTH AFRICA DIVERSIFIED 512 488 202 451<br />
208 196 -12 CASHBUILD SOUTH AFRICA CONST.MATERIAL 510 534 31.06% 19 000<br />
209 175 -34 HOLDING D’AMENAGEMENT AL OMRANE MOROCCO REAL ESTATE 503 911 6.48% 34 301<br />
210 185 -25 MUSTEK SOUTH AFRICA IT 496 658 13.06% 10 782<br />
211 201 -10 INVICTA HOLDINGS SOUTH AFRICA AUTOMOBILE 493 820 29.01% 44 542<br />
212 182 -30 LAFARGE CIMENTS MOROCCO CONST.MATERIAL 492 452 9.99% 44 091<br />
213 192 -21 SOC.NAT.BURKIN.D’HYDROCARBURES BURKINA FASO OIL & SERVICES 489 891 20.35% 36 218<br />
214 188 -26 EGYPTIAN IRON & STEEL CO. EGYPT STEEL 485 921 12.25% 35 949<br />
215 189 -26 LESIEUR CRISTAL MOROCCO FOOD 483 618 13.04% ND<br />
216 174 -42 TIGER WHEELS* SOUTH AFRICA AUTOMOBILE 474 175 11 364<br />
217 176 -41 TOTAL SENEGAL* SENEGAL OIL & SERVICES 472 390 8 771<br />
218 191 -27 MOBIL OIL NIGERIA NIGERIA HYDROCARBONS 470 316 14.22% 9 753<br />
219 206 -13 RMA WATANIYA MOROCCO INSURANCE 465 426 28.12% ND<br />
220 EFG HERMES HOLDING EGYPT FINANCE 462 091 233 544<br />
221 257 36 WAFA ASSURANCE MOROCCO INSURANCE 456 018 63.44% 79 045<br />
222 183 -39 REBSERVE HOLDINGS* SOUTH AFRICA RETAIL 445 882 164 550<br />
223 202 -21 PHARMACIE CENTRALE DE TUNISE TUNISIA PHARMA. 445 060 17.12% 1 470<br />
224 272 48 DIS.&WAREHOUSING NETWORK SOUTH AFRICA RETAIL 444 527 77.67% 29 493<br />
225 203 -22 METAIR INVESTMENTS SOUTH AFRICA AUTOMOBILE 441 825 16.36% 28 871<br />
226 238 12 EAST AFRICAN BREWERIES KENYA BEVERAGE 432 345 43.11% 119 109<br />
227 237 10 IRELAND BLYTH MAURITIUS CONSTRUCTION 424 726 39.96% 16 402<br />
228 199 -29 ORANGE COTE D’IVOIRE COTE D’IVOIRE TELECOMS 424 267 10.27% 78 600<br />
229 316 87 TOTAL PETROLEUM GHANA GHANA OIL & SERVICES 420 266 108.77% 8 488<br />
230 ALFERIE POSTE ALGERIA POSTAL SERVICES 420 120 7 780<br />
231 LIBYA OIL MAROC MOROCCO OIL & SERVICES 419 468 ND
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
232 198 -34 OLYMPIC GROUP EGYPT DIVERSIFIED 418 546 8.69% 44 279<br />
233 190 -43 INT.TRADING OIL&COMM.CORP* SENEGAL OIL & SERVICES 418 108 ND<br />
234 227 -7 ASTRAPAK SOUTH AFRICA PACKAGING 417 631 30.72% 16 483<br />
235 220 -15 SOCIETE NATIONALE D’ELECTRICITE SENEGAL ELECTRICITY 417 303 27.54% -14 251<br />
236 214 -22 SA DES BRASSERIES DU CAMEROUN CAMEROON BEVERAGE 415 749 21.31% 41 773<br />
237 RAYA HOLDING FOR TELECOMM. EGYPT ELECTRONICS 414 314 17 309<br />
238 270 32 SONATEL MBILES SENEGAL TELECOMS 408 671 59.73% ND<br />
239 209 -30 OFFICE NATIONAL DE L’EAU POTBLE MOROCCO WATER 408 209 16.06% 17 936<br />
240 223 -17 CIMENTS DU MAROC MOROCCO CONST.MATERIAL 405 455 26.29% 92 929<br />
241 210 -31 GROUPE TTS TUNISIA TOURISM 404 223 14.98% 42 746<br />
242 194 -48 UNITED PHARMACISTS CO.* EGYPT PHARMA. 396 708 7 261<br />
243 HOLDING MAROCAINE COM.ET FIN. MOROCCO DIVERSIFIED 392 603 117 946<br />
244 308 64 SOC.NAT.D’OPERATIONS PETROLIERES COTE D’IVOIRE HYDROCARBONS 391 274 88.62% 68 416<br />
245 242 -3 ENT.NAT.DE TRAVAUX AUZ PUITS ALGERIA HYDROCARBONS 386 962 29.63% 58 677<br />
246 166 -80 KENYA POWER AND LIGHTING KENYA ELECTRICITY 386 585 -23.46% 27 186<br />
247 205 -42 OCEANA GROUP SOUTH AFRICA AGRO-INDUSTRY 386 247 5.62% 26 784<br />
248 SOC.SECURITY AND NAT.INS.TRUST GHANA INSURANCE 384 420 ND<br />
249 250 1 SALAM GAZ MOROCCO OIL & SERVICES 384 299 33.25% 10 917<br />
250 STEFANUTTI & BRESSAN SOUTH AFRICA DIVERSIFIED 383 133 21 381<br />
251 200 -51 SOCIETE BURK.DES FIBRES TEXTILES* BURKINA FASO COTTON 382 959 -44 415<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
252 EGYPTIAN FERTILIZERS CO. EGYPT CHEMICALS 381 771 198 062<br />
253 336 83 ITALTILE SOUTH AFRICA CONST.MATERIAL 381 673 106.67% 41 010<br />
254 212 -42 SIDI KERIR PETROCHEMICALS CO. EGYPT HYDROCARBONS 379 872 9.38% 212 732<br />
255 231 -24 NESTLE NIGERIA NIGERIA FOOD 379 645 21.92% 46 918<br />
256 324 68 GROUPE CFAO ALGERIE ALGERIA DIVERSIFIED 375 698 93.88% ND<br />
257 204 -53 SHELL SENEGAL SENEGAL OIL & SERVICES 373 434 ND<br />
125
126 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
258 259 1 WATANIYA TELECOM ALGERIE ALGERIA TELECOMS 371 126 35.52% -35 220<br />
259 245 -14 AFRICAN REINSURANCE CORP. NIGERIA INSURANCE 369 512 25.90% 34 048<br />
260 241 -19 MTN CAMEROUN CAMEROON TELECOMS 367 756 23.12% 77 874<br />
261 329 68 SOC.EG.D’ENT MOKHTAR IBRAHIM EGYPT CIV.ENGINEERING 355 161 87.45% 13 660<br />
262 228 -34 SOC.FRIG.ET BRASS.DE TUNIS TUNISIA BEVERAGE 353 174 10.67% 44 945<br />
263 235 -28 PHUMELELA GAMING AND LEISURE SOUTH AFRICA CASINOS 353 160 15.98% 16 129<br />
264 208 -56 CONSOL* SOUTH AFRICA GLASS 353 106 50 992<br />
265 341 76 AUTO HALL MOROCCO AUTOMOBILE 352 829 93.85% 52 761<br />
266 262 -4 BAMBURI CEMENT KENYA CONST.MATERIAL 349 796 30.76% 60 274<br />
267 217 -50 SOC.NAT.DES TAB. ET DES ALLUMETTES ALGERIA TOBACCO 349 006 3.70% 170 708<br />
268 275 7 VODACOM TANZANIA TANZANIA TELECOMS 348 584 40.25% 46 562<br />
269 273 4 SOCIETE CENTRALE DE REASSURANCE MOROCCO INSURANCE 348 345 39.41% 35 714<br />
270 268 -2 AES SONEL CAMEROON ELECTRICITY 346 515 ND<br />
271 357 86 ORASCOM FOR HOT. AND DEVELOPMENT EGYPT TOURISM 345 549 103.33% 72 987<br />
272 279 7 CIEL GROUP MAURITIUS DIVERSIFIED 345 476 42.46% ND<br />
273 PREMEDIA* SOUTH AFRICA MEDIA 343 090 29 748<br />
274 TALAAT MOUSTAFA GROUP EGYPT REAL ESTATE 341 906 244 434<br />
275 299 24 MIDDLE EAST OIL REFINERIES EGYPT REFINERY 341 664 56.93% 56 160<br />
276 215 -61 AMERICANA GROUP FOR FOOD* EGYPT FOOD 340 677 42 304<br />
277 287 10 PEERMONT GLOBAL SOUTH AFRICA TOURISM 340 530 45.11% -16 019<br />
278 258 -20 VODACOM CONGO DR CONGO TELECOMS 340 012 23.57% 11 874<br />
279 263 -16 MTN COTE D’IVOIRE COTE D’IVOIRE TELECOMS 338 886 27.39% 58 776<br />
280 252 -28 SOC.DE PROM.IND.AUTO.AU MAROC MOROCCO AUTOMOBILE 335 404 17.27% ND<br />
281 305 24 BP ZAMBIA ZAMBIA HYDROCARBONS 334 425 57.83% 8 033<br />
282 219 -63 CENT.NAT.D’ET DE RECH.DU BAT* ALGERIA CIV.ENGINEERING 333 683 -36 089<br />
283 253 -30 AXA ASSURANCE MAROC MOROCCO INSURANCE 332 219 16.75% ND
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
284 265 -19 HUDACO INDUSTRIES SOUTH AFRICA AUTOMOBILE 329 693 24.82% 27 967<br />
285 225 -60 AFRIQUIA GAZ MOROCCO ENERGY 327 794 2.37% 28 838<br />
286 254 -32 COMAIR SOUTH AFRICA TRANSPORT 327 449 15.46% 16 162<br />
287 290 3 DRDGOLD SOUTH AFRICA MINES 327 147 42.27% -172 483<br />
288 221 -67 OF.NAT.DES CHEM.DE FER DU MAROC* MOROCCO TRANSPORT 323 435<br />
289 224 -65 NIGERIA INDP PETROLEUM CO* NIGERIA HYDROCARBONS 320 918 13 777<br />
290 230 -60 SOCIETE DES MINES DE MORILA MALI MINES 319 218 1.38% 92 808<br />
291 232 -59 CIE.MAROCAINE DE NAVIGATION MOROCCO TRANSPORT 218 921 2.88% 73 053<br />
292 319 27 GROUTHPOINT PROPERTIES SOUTH AFRICA REAL ESTATE 318 604 60.62% ND<br />
293 247 -46 GHANA OIL CO. GHANA OIL & SERVICES 318 523 9.71% 7 150<br />
294 RAUBEX SOUTH AFRICA CIV.ENGINEERING 316 202 43 766<br />
295 244 -51 WEST AFRICAN PORTLAND CEMENT CO. NIGERIA CONST.MATERIAL 316 161 6.59% 92 082<br />
296 TOTAL MARKETING GABON GABON OIL & SERVICES 315 988 ND<br />
297 CEMEX-ASSIUT CEMENT EGYPT CONST.MATERIAL 315 572 78 336<br />
298 277 -21 SHELL MAURITIUS MAURITIUS OIL & SERVICES 314 528 27.58% 8 219<br />
299 266 -33 NOUVELAIR TUNISIE TUNISIA TRANSPORT 313 315 19.65% 33 698<br />
300 260 -40 ABU QIR FERTILIZERS & CHEMICAL IND. EGYPT CHEMICALS 312 920 15.04% 131 186<br />
301 MAGHREB STEEL MOROCCO STEEL 311 892 17 377<br />
302 HUILERIES DU SOUSS BELHASSAN MOROCCO AGRO-INDUSTRY 311 659 1 979<br />
303 426 123 ORANGE MALI MALI TELECOMS 308 153 158 636<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
304 METMAR SOUTH AFRICA METALS 306 127 10 116<br />
305 274 -31 HELWAN PORTLAND CEMENT (EX-ASEC) EGYPT CONST.MATERIAL 301 268 20.94% 75 423<br />
306 MTN UGANDA UGANDA TELECOMS 300 838 54 038<br />
307 234 -73 BELTA INDUSTRIAL CO EGYPT ELECTRONICS 300 093 -2.32% 40 237<br />
308 264 -44 BRITISH AMERICAN INVESTMENTS CO, MAURITIUS DIVERSIFIED 298 889 12.56% 4 396<br />
309 256 -53 GIJIMA AST GROUP SOUTH AFRICA IT 298 680 6.52% 14 015<br />
127
128 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
310 360 50 BASIL READ HOLDINGS SOUTH AFRICA CIV.ENGINEERING 297 663 78.21% 17<br />
311 ZAIN RDC (EX-CELTEL) DR CONGO TELECOMS 296 700 25 900<br />
312 226 -86 CAIRO POULTRY EGYPT FOOD 296 638 -7.30% 26 674<br />
313 KELLY GROUP SOUTH AFRICA HUMAN RESOUR. 295 215 9 515<br />
314 331 17 GROUPE CFAO NIGERIA NIGERIA DIVERSIFIED 295 095 55.85% ND<br />
315 GROUPE LOUKIL TUNISIA DIVERSIFIED 294 700 12 417<br />
316 271 -45 TOTAL COTE D’IVOIRE COTE D’IVOIRE HYDROCARBONS 293 947 14.92% 12 568<br />
317 309 -8 UNILEVER NIGERIA NIGERIA CHEMICALS 293 096 41.53% 9 459<br />
318 292 -26 ORANGE CAMEROUN CAMEROON TELECOMS 292 600 29.47% ND<br />
319 362 43 ENT.NAT.DE SERVICES AUZ PUITS ALGERIA OIL & SERVICES 292 404 75.56% ND<br />
320 330 10 FOOD AND ALLIED GRP. OF COMPANIES MAURITIUS FOOD 291 759 54.05% 12 349<br />
321 267 -54 GROUPE MANAGEM MOROCCO MINES 289 176 10.69% 20 698<br />
322 248 -74 DANGORE FLOUR MILLS* NIGERIA AGRO-INDUSTRY 289 092 5 851<br />
323 249 -74 NAKUMATT HOLDINGS* KENYA RETAIL 28 900 ND<br />
324 286 -38 ROGER GROUP MAURITIUS CONSTRUCTION 287 215 22.17% 23 975<br />
325 HIDROELECTRICA DE CAHORA BASSA MOZAMBIQUE WATER/ELEC. 283 335 42 907<br />
326 347 21 NEW MAURITIUS HOTELS MAURITIUS TOURISM 280 942 58.76% 71 529<br />
327 280 -47 ENTERPRISE NATIONALE DE FORAGE ALGERIA HYDROCARBONS 280 080 16.45% ND<br />
328 291 -37 CECAGADIS GABON RETAIL 277 886 22.76% 17 374<br />
329 295 -34 SOCIETE MULTINATIONAL DE BITUMES COTE D’IVOIRE CIV.ENGINEERING 277 824 25.91% 1 146<br />
330 285 -45 NU WORLD HOLDINGS SOUTH AFRICA TRANSPORT 276 229 17.29% 13 195<br />
331 303 -28 OFFIE NATIONAL DES AEROPORTS MOROCCO TRANSPORT 274 657 28.32% 75 161<br />
332 288 -44 UAC OF NIGERIA NIGERIA CONSTRUCTION 271 443 17.93% 32 620<br />
333 239 -94 SOC.D’EXPL.DES MIN.D’OR DE SADIOLA MALI MINES 267 911 -10.91% 66 475<br />
334 320 -14 DOUJA PROMOTION MOROCCO REAL ESTATE 266 948 34.62% 72 713<br />
335 COFICAB MAROC MOROCCO AUTOMOBILE 266 403 ND
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
336 297 -39 COTE D’IVOIRE TELECOM COTE D’IVOIRE TELECOMS 265 983 21.66% 18 054<br />
337 ZAIN TANZANIE (EX-CELTEL) TANZANIA TELECOMS 265 000 52 100<br />
338 318 -20 UNILEVER COTE D’IVOIRE COTE D’IVOIRE COSMETICS 264 136 32.75% 47 744<br />
339 MARIDIVE AND OIL SERVICES EGYPT OIL & SERVICES 264 065 80 071<br />
340 301 -39 GROUPE MON LOISIR MAURITIUS DIVERSIFIED 262 666 22.26% 30 472<br />
341 315 -26 GROUPE CFAO CAMEROUN CAMEROON DIVERSIFIED 260 124 27.95% ND<br />
342 371 29 BRASSERIES DU MAROC MOROCCO BEVERAGE 258 541 61.68% 45 010<br />
343 298 -45 GOLD REEF CASINO RESORTS SOUTH AFRICA CASINOS 257 874 18.27% 28 868<br />
344 313 -31 SOCIETE D’ENERGIE ET D’EAU DU GABON GABON WATER/ELEC. 255 930 25.57% -13 246<br />
345 342 -3 GROUPE CFAO MAROC MOROCCO DIVERSIFIED 254 709 41.75% ND<br />
346 321 -25 GILPLAIT ALGERIA DAIRY 254 344 28.57% -26 265<br />
347 348 1 NET 1 UEPS TECHNOLOGIES SOUTH AFRICA TELECOMS 254 056 86 695<br />
348 390 42 PINNACLE TECHNOLOGY HOLDINGS SOUTH AFRICA TELECOMS 254 031 66.62% 11 152<br />
349 307 -42 METOREX SOUTH AFRICA MINES 252 241 20.70% 95 602<br />
350 ZAIN ZAMBIE (EX-CELTEL) ZAMBIA TELECOMS 252 100 58 000<br />
351 222 -129 TRENCOR SOUTH AFRICA TRANSPORT 251 374 -22.13% 122 482<br />
352 351 -1 SOC.MAROC E.A.U.DE DEVT. MOROCCO DIVERSIFIED 250 581 44.45% 48 309<br />
353 339 -14 BRITISH AMERICAN TOBACCO KENYA KENYA TOBACCO 249 481 36.28% 21 927<br />
354 293 -61 COMPAGNIE DU KOMO GABON DIVERSIFIED 248 117 10.89% 20 780<br />
355 233 -122 AMALGAMATED APPLIANCE HOLDINGS SOUTH AFRICA ELECTRONICS 246 197 -20.35% -2 650<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
356 335 -21 ARGENT INDUSTRIAL SOUTH AFRICA CONST.MATERIAL 245 645 31.85% 27 881<br />
357 289 -68 SNTM HYPROC ALGERIA OIL & SERVICES 245 381 6.63% 35 352<br />
358 MERAFE RESOURCES SOUTH AFRICA MINES 245 142 35 549<br />
359 296 -63 OUTSPAN IVOIRE COTE D’IVOIRE AGRO-INDUSTRY 240 995 9.43% 449<br />
360 284 -76 HOCIM MOROCCO CONST.MATERIAL 240 791 1.49% 56 121<br />
361 TOURISM INVESTMENT CORP. SOUTH AFRICA TOURISM 240 401 21 916<br />
129
130 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
362 377 15 ALUCAM CAMEROON METALS 239 456 20 730<br />
363 283 -80 CADBURY NIGERIA* NIGERIA FOOD 238 697 21 969<br />
364 MTN SOUDAN SUDAN TELECOMS 238 509 28 278<br />
365 381 16 CIEL TEXTILE MAURITIUS TEXTILES 237 720 52.19% 16 288<br />
366 294 -72 SEVEN-UP BOTTLING CO. NIGERIA AGRO-INDUSTRY 235 486 6.44% 10 511<br />
367 338 -29 MAURITIUS TELECOM MAURITIUS TELECOMS 234 921 27.93% ND<br />
368 ZAIN GABON (EX-CELTEL) GABON TELECOMS 233 100 52 800<br />
369 332 -37 SUNEOR SENEGAL AGRO-INDUSTRY 232 396 22.78% 4 501<br />
370 350 -20 SEFALANA HOLDING CO. BOTSWANA FOOD 231 200 32.34% 6 220<br />
371 325 -46 COMP. TUNISIENNE DE NAVIGATION TUNISIA TRANSPORT 230 612 19.31% 16 984<br />
372 379 7 ENT.NAT.DE GEOPHYSIQUE ALGERIA OIL 230 288 46.65% ND<br />
373 311 -62 KENYA ELECTRICITY GENERATING CO. KENYA ELECTRICITY 230 209 11.41% 38 690<br />
374 321 -53 SOCIETE NATIONALE D’ASSURANCES ALGERIA INSURANCE 229 059 17.53% 15 591<br />
375 CIC HOLDING NAMIBIA RETAIL 229 043 3 513<br />
376 281 -95 IND.PROM.SERVICES WEST AFRICA COTE D’IVOIRE DIVERSIFIED 229 035 -4.10% 5 994<br />
377 365 -12 ROYAL SWAZILAND SUGAR CORP. SWAZILAND AGRO-INDUSTRY 227 634 38.36% 20 654<br />
378 334 -44 GROUPE ACIMA MOROCCO RETAIL 227 565 21.77% ND<br />
379 327 -52 AVBOB INDUSTRIES SOUTH AFRICA INSURANCE 226 768 18.66% 56 816<br />
380 343 -37 SOLIBRA COTE D’IVOIRE BEVERAGE 225 860 25.73% 38 569<br />
381 NEXANS MAROC MOROCCO ELEC.CABLES 225 179 7 056<br />
382 EGYPT KUWAIT HOLDING CO EGYPT DIVERSIFIED 224 009 104 028<br />
383 MCEL MOCAMBIQUE MOZAMBIQUE TELECOMS 223 122 13 322<br />
384 378 -6 GROUPE CFAO COTE D’IVOIRE COTE D’IVOIRE DIVERSIFIED 222 934 41.86% ND<br />
385 345 -40 TOTAL MAURITIUS MAURITIUS OIL & SERVICES 222 725 24.39% 5 317<br />
386 317 -69 RECTRON HOLDINGS SOUTH AFRICA IT 216 597 9 179<br />
387 300 -87 GROUPE ONAB* ALGERIA AGRO-INDUSTRY 215 825 ND
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
388 356 -32 BIOPHARM ALGERIA PHARMA. 212 675 25.04% 25 051<br />
389 ZAIN CONGO (EX-CELTEL) CONGO TELECOMS 211 300 66 100<br />
390 337 -53 SECHABA BREWERY HOLDING BOTSWANA BEVERAGE 210 970 14.43% ND<br />
391 302 -89 SOC.D’EXP.DES MINES D’OR DE YATELA MALI MINES 208 846 -2.64% 57 094<br />
392 ALEXANDRIA REAL ESTATE INV.CO EGYPT REAL ESTATE 208 526 198 870<br />
393 SOCIETE TUNISIENNE DE SIDERURGIE TUNISIA STEEL 207 150 3 231<br />
394 312 -82 ADM COCOA SIFCA* COTE D’IVOIRE AGRO-INDUSTRY 206 363 1 099<br />
395 372 -23 COMPAGNIE MAURICIENNE DE TEXTILE MAURITIUS TEXTILES 205 865 28.75% 46 965<br />
396 367 -29 PROSUMA COTE D’IVOIRE RETAIL 205 330 25.15% 966<br />
397 344 -53 SEFALANA CASH AND CARRY BOTSWANA RETAIL 205 047 14.41% 3 639<br />
398 384 -14 CERAMIC INDUSTRIES SOUTH AFRICA CONST.MATERIAL 203 635 30.57% 32 121<br />
399 310 -89 MUMIAS SUGAR CO. KENYA AGRO-INDUSTRY 203 524 -1.62% 22 047<br />
400 MAGHREBAIL MOROCCO FINANCE 202 990 7 743<br />
401 255 -146 PRODUCE BUYING CO. GHANA AGRO-INDUSTRY 202 656 -28.01% 742<br />
402 340 -62 PRESS CORPORATION MALAWI DIVERSIFIED 200 559 9.87% 24 913<br />
403 353 -50 DATACENTRIX HOLDINGS SOUTH AFRICA TELECOMS 199 419 15.45% 15 081<br />
404 375 -29 CIMENTERIES DU CAMEROUN CAMEROON CONST.MATERIAL 198 119 2458.00% 18 730<br />
405 354 -51 OACA TUNISIA TRANSPORT 198 081 15.12% 50 323<br />
406 369 -37 COOPER MAROC PHARMACEUTICALS MOROCCO PHARMA. 197 000 21.94% 9 500<br />
407 373 -34 PEREGRINE HOLDINGS SOUTH AFRICA FINANCE 196 874 23.13% 85 974<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
408 DELTA HOLDING MOROCCO DIVERSIFIED 196 380 ND<br />
409 374 -35 SNMVT- MONOPRIX TUNISIA RETAIL 196 227 23.13% 12 118<br />
410 406 -4 DELTA SUGAR EGYPT AGRO-INDUSTRY 196 045 44.45% 58 474<br />
411 BENETTON MANUFACTURING TUNISIA TUNISIA TEXTILES 194 677 21 744<br />
412 ZAIN KENYA (EX-CELTEL) KENYA TELECOMS 194 300 -21 700<br />
413 COUTNRY BIRD HOLDINGS SOUTH AFRICA AGRO-INDUSTRY 193 821 14 782<br />
131
132 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
414 431 17 CURRIMJEE GROUP MAURITIUS DIVERSIFIED 193 804 58.10% ND<br />
415 323 -92 SOCIETE NATIONAL DE PETROCHIMIE ALGERIA CHEMICALS 192 944 -0.83% ND<br />
416 GROUPE ONE TECH TUNISIA ELEC.CABLES 190 396 ND<br />
417 328 -89 GROUPE INDUSTRIEL BATIMETAL* ALGERIA CIV.ENGINEERING 190 270 ND<br />
418 358 -60 THE HAREL COMPANIES MAURITIUS DIVERSIFIED 186 634 12.82% ND<br />
419 392 -27 SOCIETE DES BRASSERIES DU GABON GABON BEVERAGE 188 820 26.76% ND<br />
420 ENTERGIE DU MALI MALI WATER/ELEC. 188 118 -15 217<br />
421 376 -45 NATIONAL CEMENT CO. EGYPT CONST.MATERIAL 184 882 16.75% 51 202<br />
422 366 -56 SOC. NIGERIENNE DE PROD.PETROLIERS NIGER OIL & SERVICES 183 266 11.53% 2 793<br />
423 387 -36 BARID AL MAGHRIB MOROCCO POSTAL SERVICES 180 983 16.81% ND<br />
424 421 -3 LECICO EGYPT EGYPT CONST.MATERIAL 180 362 42.12% 19 500<br />
425 449 24 ARAB CABLES CO. EGYPT ELEC.CABLES 180 008 60.55% 7 167<br />
426 383 -43 AIR SENEGAL INTERNATIONAL SENEGAL TRANSPORT 180 000 ND<br />
427 398 -29 CIE.NORD AFR.ET INT.D’ASSURANCES MOROCCO INSURANCE 179 962 25.37% 19 747<br />
428 GROUPE AFFES* TUNISIA FOOD 179 375 ND<br />
429 363 -66 STAR TUNISIA INSURANCE 179 251 7.64% 10 521<br />
430 346 -84 NESTLE COTE D’IVOIRE COTE D’IVOIRE FOOD 178 950 11 467<br />
431 FAMOUS BRANDS SOUTH AFRICA TOURISM 176 224 19 406<br />
432 385 -47 UMGENI WATER AMANZI SOUTH AFRICA WATER 175 888 12.84% 37 089<br />
433 CEFELEC MAROC MOROCCO ENERGY 175 644 8 106<br />
434 349 -85 SOCOCIM INDUSTRIES* SENEGAL CONST.MATERIAL 175 417 15 238<br />
435 395 -40 OFF.NAT.DES TELECOMMUNICATIONS BURKINA FASO TELECOMS 175 164 20.99% 14 880<br />
436 402 -34 APEXHI PORPERTIES SOUTH AFRICA REAL ESTATE 173 811 25.54% 107 188<br />
437 391 -46 NESTLE GHANA GHANA FOOD 173 491 14.43% 18 499<br />
438 425 -13 SOC.AFR.DE PLANTATIONS D’HEVEAS COTE D’IVOIRE AGRO-INDUSTRY 172 560 38.26% 33 203<br />
439 364 -75 AMREYAH CEMENT EGYPT CONST.MATERIAL 172 500 4.64% 52 780
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
440 420 -20 VALUE GROUP SOUTH AFRICA TRANSPORT 172 408 35.41% 7 260<br />
441 396 -45 NAMIBIAN POWER GROUP NAMIBIA ELECTRICITY 172 219 19.63% 17 881<br />
442 ILLOVO MALAWI MALAWI AGRO-INDUSTRY 172 138 64 254<br />
443 SHELL COTE D’IVOIRE COTE D’IVOIRE HYDROCARBONS 170 845 12 658<br />
444 382 -62 AFRICA GLASS INDUSTRIES SOUTH AFRICA GLASS 170 418 9.18% 10 224<br />
445 465 20 SOC.MACHREBIENNE DE GENIE CIVIL MOROCCO CIV.ENGINEERING 170 196 60.59% 3 273<br />
446 400 -46 AIR MADAGASCAR MADAGASCAR TRANSPORT 169 317 19.15% 6 329<br />
447 407 -40 NAMIBIA BREWERIES NAMIBIA BEVERAGE 168 456 24.22% 18 151<br />
448 423 -25 MIDDLE & WEST DELTA FLOUR MILLS EGYPT FOOD 168 131 33.81% 7 265<br />
449 422 -27 CHERON MAURITIUS MAURITIUS OIL & SERVICES 167 827 33.47% 1 921<br />
450 EL GOMHOURIA CO. FOR TRAD. PHARMA. EGYPT PHARMA. 167 698 10<br />
451 389 -62 SOC.NAT.D’EXP.ET DE DIST.DES EAUX TUNISIA WATER 167 632 8.94% 828<br />
452 TOURAH CEMENT CO. EGYPT CONST.MATERIAL 167 420 70 130<br />
453 432 -21 ZAMBIAN BREWERIES ZAMBIA BEVERAGE 167 322 36.95% 15 994<br />
454 TOGO TELECOM TOGO TELECOMS 163 788 40 775<br />
455 404 -51 GROUPE CMCP MOROCCO PAPER 162 341 19.05% ND<br />
456 370 -86 CIPEXPI* COTE D’IVOIRE TRANSPORT 159 997 ND<br />
457 368 -89 UNITED NIGERIA TEXTILES NIGERIA TEXTILES 159 965 -2.28% -14 935<br />
458 399 -59 ZAMBIA SUGAR ZAMBIA AGRO-INDUSTRY 159 317 18 521<br />
459 460 1 PALM-CI COTE D’IVOIRE AGRO-INDUSTRY 159 312 48.04% 28 716<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
460 388 -72 TELECOM NAMIBIA NAMIBIA TELECOMS 158 848 2.91% -4 288<br />
461 446 -15 UCS GROUP SOUTH AFRICA IT 158 493 39.00% 2 459<br />
462 438 -24 SOC. DES TELECOM DU MALI MALI TELECOMS 157 150 31.94% ND<br />
463 436 -27 CARTHAGE POWER CO. TUNISIA ELECTRICITY 156 999 30.73% 20 008<br />
464 412 -52 GROUPE CFAO SENEGAL SENEGAL DIVERSIFIED 155 944 16.63% ND<br />
465 GROUPE ETRHB HADDAD* ALGERIA CIV.ENGINEERING 155 364 ND<br />
133
134 A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong>: Deepening <strong>Africa</strong>n Private Sector and Civil Society Ownership and Partnership<br />
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
466 418 -48 EIPICO EGYPT PHARMA. 154 980 17.89% 42 275<br />
467 AUTO NEJMA MOROCCO AUTOMOBILE 154 484 21 455<br />
468 408 -60 REGIE NAT.DES TAB.ET DES ALL. TUNISIA TOBACCO 154 171 13.87% ND<br />
469 411 -58 ENGTP ALGERIA HYDROCARBONS 152 146 13.55% ND<br />
470 ENGEN BOTSWANA BOTSWANA OIL & SERVICES 151 867 16 924<br />
471 455 -16 TUNISIE LEASING TUNISIA FINANCE 150 662 37.50% 6 181<br />
472 452 -20 COSMIVOIRE COTE D’IVOIRE COSMETICS 149 935 35.42% 6 522<br />
473 SEMOULERIE INDUS.DE LA MITIDJA ALGERIA FOOD 148 984 121<br />
474 SANYATI SOUTH AFRICA CIV.ENGINEERING 148 414 8 796<br />
475 459 -16 LES GRANDS MOULINS DE DAKAR SENEGAL FOOD 146 917 36.51% 14 738<br />
476 VOX TELECOM SOUTH AFRICA TELECOMS 146 586 8 130<br />
477 333 -144 SOC.DE DEV. DU COTON DU CAMEROUN CAMEROON AGRO-INDUSTRY 146 056 -21.92% ND<br />
478 493 15 INDIANOIL MAURITIUS MAURITIUS OIL & SERVICES 145 619 58.32% 3 832<br />
479 394 -85 ZELLIDJA* MOROCCO MINES 145 362 12 198<br />
480 410 -70 ENTERPRISE NATIONALE DES PEINTURES ALGERIA CHEMICALS 144 713 7.80% 18 076<br />
481 409 -72 UNILEVER GHANA GHANA CHEMICALS 144 513 7.55% 12 928<br />
482 397 -85 MISR AMERICA CARPET* EGYPT TEXTILES 143 945 18 017<br />
483 442 -41 SUN RESORTS MAURITIUS TOURISM 143 301 23.51% 42 767<br />
484 483 -1 JOHN HOLT NIGERIA CONSTRUCTION 142 719 47.62% 328<br />
485 437 -48 ADVTECH SOUTH AFRICA EDUCATION 142 529 19.47% 18 065<br />
486 474 -12 CORONATION FUN MANAGERS SOUTH AFRICA FINANCE 142 424 40.32% 42 051<br />
487 405 -82 ASHAKA CEMENT NIGERIA CONST.MATERIAL 142 047 4.51% 13 823<br />
488 463 -25 CMC HOLDINGS KENYA AUTOMOBILE 142 007 33.47% 9 782<br />
489 416 -73 SDV-SAGA COTE D’IVOIRE COTE D’IVOIRE TRANSPORT 141 127 6.90% 8 526<br />
490 401 -89 TOTAL BURKINA* BURKINA FASO OIL & SERVICES 140 908 4 973<br />
491 415 -76 GROUPE CFAO GABON GABON DIVERSIFIED 140 794 6.08% ND
NET PROFIT<br />
DIFF. COMPANY NAME COUNTRY SECTOR TURNOVER TURNOVER<br />
CHANGE<br />
RANK<br />
’07<br />
RANK<br />
‘08<br />
492 444 -48 REF.AUT.DIST.D’EAU ET ELEC.DE FES MOROCCO WATER/ELEC. 140 162 22.07% 46<br />
493 464 -29 R.T.BRISCOE NIGERIA NIGERIA AUTOMOBILE 140 033 31.90% 5 260<br />
494 386 -108 DORBYL SOUTH AFRICA AUTOMOBILE 139 846 -10 443<br />
495 LES GRANDS MOULINS D’ABIDJAN COTE D’IVOIRE FOOD 139 787 14 485<br />
496 PRICES TUNA MAURITIUS AGRO-INDUSTRY 139 687 7 446<br />
497 352 -145 OLAM GHANA GHANA IMPORT-EXPORT 139 308 -19.67% 277<br />
498 NAURITEL MAURITANIA TELECOMS 139 168 ND<br />
499 COMP.DE TRAN.DE MOCAMBIQUE MOZAMBIQUE ELECTRICITY 138 141 2 054<br />
500 447 -53 COMPAGNIE D’ASSURANCES SANAD MOROCCO INSURANCE 137 835 21.19% ND<br />
Appendices A <strong>Decade</strong> <strong>of</strong> <strong>NEPAD</strong><br />
135